Schlagwort: Leadership
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Anyone talking about Lean today often encounters two misconceptions at once. The first is that Lean is an outdated toolbox consisting of Kaizen, the shop floor, and standards. The second is that digitalization and AI have largely replaced Lean. Both lead in the wrong direction. Lean 2026 is neither a relic of the past nor…
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The statement “Hormuz is not a news topic – it is a KPI” seems provocative at first. In reality, it is highly practical. Companies cannot control geopolitical tensions, but they can control their own responsiveness. The Strait of Hormuz is a good example of this. The EIA and IEA describe it as one of the…
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Lean has long been established in many companies. The language is familiar, the tools are known, the formats have been introduced. There are stand-ups, shop floor rounds, problem-solving formats, and visualizations. From the outside, this looks like maturity. And yet, operational performance remains fragile in some areas. The same disruption reappears. The same handover remains…
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Companies love efficiency improvement programs because they seem tangible. You can measure processes, identify waste, sharpen responsibilities, and put together packages of measures. All of this has its value. But in 2026, the operational maturity of many organizations will become apparent in another area: their ability to make planning assumptions explicit and review them on…
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Many companies assess geopolitical risks using price indicators: oil price, gas price, freight rates. This is understandable – but incomplete. Because the real operational challenge often arises earlier: through declining predictability. The IEA estimates oil transit through Hormuz at around 20 mb/d, classifying it as about a quarter of global seaborne oil trade. For LNG,…
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Introduction: Why “more tools” is rarely the solution Boards and key performance indicators have long been standard in many organizations. LPS is often added to projects (especially in construction/industry). Nevertheless, teams complain about the same problems: missed deadlines, unclear priorities, repeated errors, long decision-making processes. The cause often lies not in the tool, but in…
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Sustainable logistics is not created by individual digital or ESG projects, but by an integrated operating model. Drivers include new reporting requirements (CSRD/ESRS) and sectoral decarbonization paths (IMO). The 3-lens principle The process model: Stabilize → Improve → Scale 6 concrete steps to get started KPIs (guidelines) Risks / trade-offs