Foreword
Art Byrne has learned more about creative change than any CEO I have encountered—many with big names—over the past 30 years. I know this because I have been following Art’s work closely since we first met in the early 1990s when I decided to write about the Wiremold Company in Chapter 7 of Lean Thinking.
Art started his management career at General Electric more than 30 years ago, when it was widely perceived to be the best-managed large company in the world. As he recounts in Chapter 1, he soon learned the limits of what we now call modern management, the GE system of managing by results that has become a global norm.
Art then moved to Danaher, which with his help was to become the most consistently successful industrial company of ...
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