Author Archives: Pete Pande

About Pete Pande

Pete Pande, President of Pivotal Resources Inc., is a seasoned consultant in process improvement, organization change and Lean Six Sigma initiatives (he is one of the recognized "experts" in the field). He has provided senior executive training and deployment consulting services in business improvement and Six Sigma efforts for such companies as GE Capital, Sun Microsystems, Cendant, Cisco Systems, Starwood Hotels, Honeywell, Carlson Wagonlit Travel and many others. For more information, please visit www.pivotalresources.com/about/our-team-executive.html#pande

#3 — Six Sigma’s Hidden Truths, Lessons Learned, and Potential Payoffs

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The following is an author excerpt from Pete Pande, “Introduction to the Second Edition, The Six Sigma Way“, recently published by McGraw-Hill.     To help you get the greatest possible benefit from Six Sigma, it is important to recognize some of … Continue reading

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#2 — Six Sigma’s Hidden Truths, Lessons Learned, and Potential Payoffs

This gallery contains 1 photo.

  The following is an author excerpt from Pete Pande, “Introduction to the Second Edition, The Six Sigma Way“, recently published by McGraw-Hill.   To help you get the greatest possible benefit from Six Sigma, it is important to recognize some of … Continue reading

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Six Sigma’s Hidden Truths, Lessons Learned, and Potential Payoffs

This gallery contains 1 photo.

  The following is an author excerpt from Pete Pande, “Introduction to the Second Edition, The Six Sigma Way“, recently published by McGraw-Hill.   To help you get the greatest possible benefit from Six Sigma, it is important to recognize some … Continue reading

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What is Leadership Success?

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One of the principles I sincerely hope you’ll take to heart from these pages is that real leadership success is best defined by the positive impact you make, and leave, on your organization. That’s not the only goal, of course. … Continue reading

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Lean Leadership – Be Wary of Non-Value Adding Management Activities

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Some of the least Lean aspects of many organizations are the management activities. My colleagues and I consistently find a high proportion of “non-value-adding” tasks in arenas such as sales, marketing, order management, human resources, finance, etc. involved decisions, sign-offs, … Continue reading

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Failing To Success – Change Leadership Benefits?

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In the midst of the high-tech America’s Cup races that took place in the San Francisco Bay and the incredible speeds exhibited, I am reminded of capsizing sailboats, and how they apply to Change Leadership. An underlying premise behind Change Leadership … Continue reading

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Change Leaders Challenge Assumptions

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When businesses get into the deepest trouble, you can usually trace the source of their difficulties to an inability to see past a “truth” that is no longer valid. The willingness to challenge “received wisdom” is one of the hallmarks … Continue reading

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Is it Sunny Today, Market Up? Take Responsibility to get Good Facts and Data

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One of the most common excuses leaders give for not using or for ignoring data is fear that it’s not valid. While I’m somewhat sympathetic—getting good data is not easy—I also think that can be a cop out. To be … Continue reading

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Developing the Habits of a True Change Leader – Certainty and Doubt

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“Certainty and Doubt” sets up an age-old argument on the nature of leadership. The conventional wisdom suggests that any leader who does not project absolute certainty in his or her decisions or convictions is doomed. “Never blink, never waiver,” is … Continue reading

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How Much Change is Right for Our Organization? – “We Don’t Have the Resources” Should Never Be Accepted Without Question

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It’s a good idea to have some sense of the scale of resources you have “in play” and do a reality check against what your organization can really afford. There is no right or final answer to this question. Your … Continue reading

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