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	<title>Comments on: Preventing Lean Failures &#8212; New Blog</title>
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	<description>Mark Graban&#039;s leanblog.org - Lean Healthcare, Lean Thinking, Lean Manufacturing, Toyota Production System</description>
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		<title>By: Jim Baran</title>
		<link>http://www.leanblog.org/2005/07/preventing-lean-failures-new-blog/#comment-87</link>
		<dc:creator>Jim Baran</dc:creator>
		<pubDate>Sat, 16 Jul 2005 13:51:00 +0000</pubDate>
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		<description>As an owner of an executive search firm dedicated to placing lean leadership talent, I can sum-up the three primary reasons successful lean leaders look outside their current company&#039;s for opportunity: &lt;br/&gt;&lt;br/&gt;1.  Lack of committment from the top or top leadership has changed and the lean initiative isn&#039;t understood by the new guard.&lt;br/&gt;&lt;br/&gt;2.  Lack of resources to support and sustain lean results.&lt;br/&gt;&lt;br/&gt;3.  Career path limitation. Far too many talented lean folks find themselves branded as &quot;specialists&quot; and are left off the replacement succession planning. Ironically, the lean person should be the most logical candidate to move througout the organization based on their wide-angle exposure, strategy, and influencing skillls...&lt;br/&gt;&lt;br/&gt;Jim Baran &lt;br/&gt;Value Stream Leadership&lt;br/&gt;www.valuestreamleaders.com</description>
		<content:encoded><![CDATA[<p>As an owner of an executive search firm dedicated to placing lean leadership talent, I can sum-up the three primary reasons successful lean leaders look outside their current company&#8217;s for opportunity: </p>
<p>1.  Lack of committment from the top or top leadership has changed and the lean initiative isn&#8217;t understood by the new guard.</p>
<p>2.  Lack of resources to support and sustain lean results.</p>
<p>3.  Career path limitation. Far too many talented lean folks find themselves branded as &#8220;specialists&#8221; and are left off the replacement succession planning. Ironically, the lean person should be the most logical candidate to move througout the organization based on their wide-angle exposure, strategy, and influencing skillls&#8230;</p>
<p>Jim Baran <br />Value Stream Leadership<br /><a href="http://www.valuestreamleaders.com" rel="nofollow">http://www.valuestreamleaders.com</a></p>
<p>Like or Dislike: <img style="padding: 0px; border: none; cursor: pointer;" onmouseover="this.width=this.width*1.3" onmouseout="this.width=this.width/1.2" id="up-87" src="http://www.leanblog.org/wp-content/plugins/comment-rating/images/1_14_up.png" alt="Thumb up" onclick="javascript:ckratingKarma('87', 'add', 'www.leanblog.org/wp-content/plugins/comment-rating/', '1_14_');" title="" /> <span id="karma-87-up" style="font-size:12px; color:#009933;">0</span>&nbsp;<img style="padding: 0px; border: none; cursor: pointer;" onmouseover="this.width=this.width*1.3" onmouseout="this.width=this.width/1.2" id="down-87" src="http://www.leanblog.org/wp-content/plugins/comment-rating/images/1_14_down.png" alt="Thumb down" onclick="javascript:ckratingKarma('87', 'subtract', 'www.leanblog.org/wp-content/plugins/comment-rating/', '1_14_')" title="" /> <span id="karma-87-down" style="font-size:12px; color:#990033;">0</span></p>]]></content:encoded>
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