A New Lens with Balaji Reddie (Part 5)
"Every time this child was proven wrong, he learned something new." In this episode, Andrew Stotz continues his conversation with Balaji Reddie as they explore two essential elements of Dr. Deming's System of Profound Knowledge: the Theory of Knowledge and Psychology. Through the memorable story of…
A New Lens with Balaji Reddie (Part 5)
"Every time this child was proven wrong, he learned something new." In this episode, Andrew Stotz continues his conversation with Balaji Reddie as they explore two essential elements of Dr. Deming's System of Profound Knowledge: the Theory of Knowledge and Psychology. Through the memorable story of…
A New Lens with Balaji Reddie (Part 6)
What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivo…
A New Lens with Balaji Reddie (Part 6)
What happens when an organization gets so focused on results that it forgets why it exists? Andrew Stotz and Balaji Reddie dig into the first of Deming's 14 Points, constancy of purpose, using stories like Harvard's answer to Deming's challenge to define a business and Indian manufacturers who pivo…
A New Lens with Balaji Reddie (Part 7)
What did Dr. Deming really mean when he said to "cease dependence on mass inspection"? In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and impro…
A New Lens with Balaji Reddie (Part 7)
What did Dr. Deming really mean when he said to "cease dependence on mass inspection"? In this episode, Balaji Reddie and host Andrew Stotz unpack why one Ford manager's decision to fire his inspection team missed the point entirely. They explain how inspection can help leaders understand and impro…
A New Lens with Balaji Reddie (Part 8)
What if your cheapest supplier is secretly your riskiest? Balaji Reddie unpacks Deming's Points 4, 5, and 6 with Andrew Stotz by exploring Deming's thinking on suppliers, continual improvement, and training. Why do strong relationships matter more than short-term savings? Why should problems be wel…
A New Lens with Balaji Reddie (Part 8)
What if your cheapest supplier is secretly your riskiest? Balaji Reddie unpacks Deming's Points 4, 5, and 6 with Andrew Stotz by exploring Deming's thinking on suppliers, continual improvement, and training. Why do strong relationships matter more than short-term savings? Why should problems be wel…
A New Lens with Balaji Reddie (Part 9)
What if the way you measure performance is actually making your organization worse? Balaji Reddie and Andrew Stotz dig into Points 7 through 9 of Deming's 14 Points: leadership as a Socratic act of asking rather than answering, why 'drive out fear' is really about removing the fear of telling the t…
A New Lens with Balaji Reddie (Part 9)
What if the way you measure performance is actually making your organization worse? Balaji Reddie and Andrew Stotz dig into Points 7 through 9 of Deming's 14 Points: leadership as a Socratic act of asking rather than answering, why 'drive out fear' is really about removing the fear of telling the t…
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I have no special talent. I am only passionately curious, and
I listen to podcasts.
‐ Albert "Llamacorn" Einstein
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