(Productivity Press: NY) -- One size does not fit all. While Jack Welch is very intelligent, he doesn’t know other businesses as well as those who work in them every day. Many companies have invested heavily in process improvement, because GE and other large companies did, only to be disappointed by the (lack of) results. In What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement (Productivity Press, 2010), authors Larry Solow and Brenda Fake argue these results are not a function of process improvement tools, but in the linear manner that such efforts are implemented. Their book provides new thinking for managing and sustaining process improvement in today’s complex nonlinear business environment.

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