London , United Kingdom
Current Position: Partner, Baringa Partners
Previous Position: Partner, IBM Global Business Services
James Lascelles is a Partner at Baringa Partners LLP and leads their Operational Excellence practice. He has more than twelve years' experience in operational excellence specialising in creating a continuous improvement culture, team performance, end to end process improvement and client capability building. He is LCS certified at Level 3B, Lean Strategy. James is very hands-on and enjoys all aspects of operational excellence. His working principles are respect for the people who do the work, pragmatism and a one team way of working. Prior to joining the company in 2012, James was an Executive Partner at IBM Global Business Services heading up their Operations Strategy practice. He has more than twelve years' experience in operational excellence specialising in end to end process improvement, Lean methodology, capability building and deployment. He has worked across multiple industries including Financial Services, Oil and Chemicals, Consumer Products and Public Sector. He has deep personal experience of process improvement in credit and risk, sales and service, IT, supply chain, finance and HR. James is very hands-on and enjoys all aspects of Process Transformation from leading value stream improvements and facilitating training courses through to working with leadership to embed process improvement with business strategy and to building process excellence sustainability and self-sufficiency. His working principles are respect for the people who do the work, pragmatism and a one team way of working. James is an avid fly fisherman and particularly enjoys salt water fly fishing in the Florida Keys. He is also a keen golfer with a very stretch target, only six shots to go, of single figure handicap. He is married to Kate and lives in Barnes, London.
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Nick Katko | 31st January 2018
A common criticism of Lean Thinking is that it is not aligned with traditional accounting practices, which means that can be a challenge to get organisationally influential financial managers to buy into the whole concept. Lean accounting was developed to recognise that if you are implementing lean, you’ll need an additional perspective on how you measure, control and account for your operations that can complement the established approaches. This article introduces Lean Accounting and sets the scene for its adoption in order to have an effective method to account for lean’s real impact.