Mike Harris on Change Management
In this episode of Rick’s Room, host Rick Grant welcomes back Mike Harris, Managing Partner at Blackfin Group and owner of Jennick Asset Management. The conversation focuses on simplifying complex business analysis tools like DMAIC (Define, Measure, Analyze, Implement, Control) and design thinking.
Mike explains that while these frameworks can sound intimidating, they boil down to common sense: identify the problem, determine the ideal state, find the biggest deviations from that ideal, and work toward a solution. By combining data-driven analysis (DMAIC) with people-centered approaches (design thinking), companies can uncover pain points, improve communication, and create lasting process improvements.
He stresses the importance of interviewing and involving people at all organizational levels, not just relying on electronic data. Engaging employees in the problem-solving process increases buy-in, morale, and accountability.
They also discuss how to lead in uncertain times, with Mike emphasizing the need for a consistent, scalable foundation that enables effective change management. Companies with strong collaborative cultures are better equipped to adapt and thrive during volatility, as opposed to those that take a rigid, top-down approach.
The conversation closes with Mike reflecting on the value of these discussions and how they influence his daily work and leadership approach.
Show Highlights:
Rick: Welcome back to the show. We’ve all been to business conferences, and possibly the best part is the end of a long day—when you’re sitting in the lounge, finally getting a chance to talk to someone you know and trust who always offers interesting insight into your business. I didn’t want to wait until the next conference, so this is Rick’s Room, where I visit with people I know and trust—like our guest today.
You’ve seen him before: Mike Harris has been with us on multiple shows. Mike, thanks for being back. I love being able to just chat with you about this stuff. Recently, we’ve had some deep dives into Six Sigma, design thinking, and all that. So now I want to know—what are you thinking about now?
Mike: Thanks, Rick. It’s always great being here. I’ve enjoyed our past conversations, and they’ve been valuable to me. We’ve explored DMAIC and design thinking before, but I’ve been thinking about simplifying them. They sound complex, but they’re really not.
DMAIC—Define, Measure, Analyze, Implement, Control—is just a structured way of solving problems: find the problem, analyze it, implement controls, and move forward. It’s really common sense. You figure out your ideal state, identify where you’re farthest from it (your biggest deviations), and start there.
Rick: When you meet with top executives, do they usually know where those big deviations are, or do you have to uncover them?
Mike: It’s a mix. Sometimes clients come to us with a very specific issue. We dig in and often discover additional, related factors. Other times, they ask for a broader look at their process because performance isn’t where they want it. That’s where the partnership comes in—we explore together and uncover things neither of us expected.
Rick: You’re talking about simplifying, but these are still sophisticated tools. How do you make them easy for clients to understand?
Mike: DMAIC focuses on data, while design thinking focuses on people. Combining the two means we’re looking at systems, processes, teams, communication, and organizational structure. Communication is huge—not just system-to-system, but between people. We talk to employees, get their perspective, and identify pain points. It’s a bit like solving a mystery, with everyone contributing clues to reach a solution.
Rick: But in a digitized world, much communication is electronic. Does that make things easier or harder?
Mike: Both. Data trails help track communication, but I value live interaction—getting people together to problem-solve as a group. Involving people increases their investment in the solution and their commitment to maintaining improvements.
Rick: That ties into something I see a lot—leaders struggling with uncertainty. Isn’t uncertainty always part of the job?
Mike: Absolutely. The key is creating a consistent, scalable foundation so leaders can manage change with confidence. That includes solid processes, strong communication, and collaborative decision-making. Collaborative cultures create accountability and stronger buy-in than top-down environments, even though they require more effort to maintain.
Rick: Well said. Any final thoughts?
Mike: I enjoy these conversations—they make me think and influence my day-to-day work. Sharing them with others is valuable, and I always appreciate being here.
Rick: Mike Harris—Managing Partner at Blackfin Group and owner of Jennick Asset Management—thanks for joining me today.
