Michael Harris on Simplifying Change Management
In this episode of Rick’s Room, Rick welcomes back Mike Harris, managing partner at Blackfin Group and owner of Genic Asset Management. They discuss simplifying complex business improvement methods like Six Sigma’s DMAIC process and design thinking. Mike explains that while these frameworks can sound technical, they’re rooted in common sense—identifying pain points, setting optimal goals, and addressing the greatest deviations.
He notes that some executives already have a clear idea of where issues lie, while others need a holistic review to uncover hidden problems. Mike emphasizes combining data analysis with human interaction, interviewing team members to uncover root causes and improve communication.
Rick and Mike discuss the value of involving employees in problem-solving, which boosts morale, accountability, and long-term success. They also touch on managing in uncertain times, highlighting the importance of having a stable yet scalable organizational foundation to adapt quickly. Mike warns against overly autocratic leadership and advocates for a collaborative environment that fosters vested interest and better decision-making.
Show Hightlights:
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—sitting in the lounge, catching up with someone you know and trust who always offers great insights. 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. Today’s guest is someone you’ve seen here before—Mike Harris. Mike, thanks for being back.
Mike: Always great to be here, Rick. These conversations have been valuable for me, too. We’ve taken some deep dives into tools like DMAIC and design thinking, and how to implement them. What I’m thinking about now is simplifying those processes. They can sound complex, but they’re really not.
Rick: I like that—simplifying is good for me. So, talk to me.
Mike: DMAIC stands for Define, Measure, Analyze, Implement, Control. It’s about identifying the problem, analyzing it, implementing controls, and calling it a day. Design thinking is similar, but focuses more on people. If you strip it down, it’s just common sense: figure out where you are, where you want to be, and what’s causing the biggest gap. Then address it.
Rick: When you go into a company, do executives already know where the problems are?
Mike: Sometimes. They might say, “This step in our process is broken,” and we’ll find related issues they didn’t see. Other times, they’ll say, “My overall throughput isn’t where I want it,” and we’ll uncover things neither of us expected. It’s about looking holistically and leaving no stone unturned.
Rick: How do you make these tools accessible?
Mike: By combining data with human insight. Data shows what’s happening; talking to people reveals why. We look at systems, processes, teams, communication—especially between teams. It’s like a murder mystery, where everyone works together to solve the case. Involving people in the process makes them more invested in sustaining the solution.
Rick: In uncertain times, like now, how does this apply?
Mike: You build a consistent, scalable environment with clear communication. That way, leaders can adapt quickly when circumstances change. Companies with that foundation are better equipped to make confident decisions and move forward, even in volatile markets.
Rick: And collaboration plays a big role?
Mike: Absolutely. Autocratic leadership might be faster in the short term, but in the long run, collaboration builds more commitment and better outcomes. It takes more work, but it’s worth it.
Rick: Well, Mike, as always, this has been great. Thanks for joining me.
Mike: My pleasure, Rick. These talks always make me think and give me ideas to take back into my work.
