Chapter OneINTRODUCING LEO
Back in 2003, the chief executive of a large East Coast hospital invited me to an 11 a.m. meeting with him and his leadership team. “We have a problem,” he began. The organization had gone through weeks of training in Six Sigma with the goal of trimming waste and boosting efficiency. But six months later, the results were meager. He wanted to know if I could help.
In the course of our talk, I asked each of the six executives what I thought was a simple question: “You learned a lot of tool sets during your training, so tell me what percentage of them you’ve been able to apply in your work.” The answers shook me. “Fifty percent,” said the chief medical officer. “Thirty percent,” said the CFO. All six of them had the same ...
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