Comment: "Provides tools and examples: How to see the work as an Activity System, how to learn as an organization, how to jointly develop new practices for work."

Comment: "Taking lean into SW, value stream map to see the waste. Develop - test - fix test churn. Systems thinking." Read e.g. these: Lean Programming, Managing the Pipeline & The Scaling Dilema

Comment: "If you are into Lean, read this. Huge number of practical examples how Ford & co. improved efficiency. Many of those remain just on dream level on today's business. "

Comment: "If you wonder why lean does not really take off, read this."

Comment: "Provides theory what kind of conditions are needed for teams and organizations to achieve extraordinary results. Examples too."

Comment: "Understand, truly, what is the need. Create the product and the system to create it in such way that it can continuously meet customer demand cost effectively. + how TPS was set up to do this."

Comment: "Innovation levels: operations, product, strategic and management. Continuous Companywide Conversation."

Comment: "Broadening the view from TPS, taking the design into equation. Set based design, Obeya, Chief Engineers. Broad set of systems and tools to continue what Ford started"

Comment: "System thinking. See beyond immediate implications. Vicious cycle, shifting burden systemic explanations to phenomena that hide behind implications. Great stuff if you are to understand or improve something."

Comment: "Why people, strategy and operations processes need to be treated as a whole"

Comment: "Do not do it 100% perfect, make it fail and learn from "mistakes". Viable Systems Model, Systems. If Ford was starting Lean 100 years ago. Beer was doing same for systems thinking 40 yrs ago."

Comment: "Continuation of 5th discipline, applies the systems concepts and paints compelling vision where we could head..."

Comment: "Describes brand system and system of brands. Concrete examples too. Easy to read & understand."

Comment: "Beyond old way of seeing company, collaboration etc."

Comment: "There is nice innovation within comfortzone and then there is more profound innovation that is not nice, but has impact"

Comment: "Easy read, gives you basics of Agile. Elizabeth, as Nokia employee, has got a lot of quotes from Nokia people included"

Comment: "Meet homo logicus and homo sapiens and learn the difference. Also explains why it is so hard to develop good User Experience"

Comment: "It is so easy to forget that change is not easy for peop... penguins. Cute little story with serious message and 8 steps to succeed."

Comment: "Explains how we think and what are the implications when energy saving System 1 takes control over analytical System 2 whilst we do not even recognize that being the case."

Comment: "How to get true understanding and use that to make change. Despite of drag from status quo. Thinking pre TPS explained with lot of examples. Gives tools to move from thinking that you know to knowing that you know."

Comment: "It is possible to have 500 times faster health care, with positive business case. Why we are not having that? Explaining why you should go via flow efficiency, even if your strategy is resource efficiency."

Comment: "How to find and fix root causes so that improvement stics. Simple routines that will give huge benefits - but will require us to change how we think and go about with management."