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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- Member Since: Dec 2015
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Simon Elias | 03rd December 2017
It can be argued that the effectiveness of lean thinking in the workplace is ultimately due to individual behaviour and motivation – and on the critical habits that people form that are conducive to process thinking and continuous improvement. In the article Prof Bill Lucas of the University of Winchester argues that if we can clearly articulate the range of habits which improvers need to have, and the knowledge and skills which will help them improve services, we can more precisely specify the learning required and the best learning methods, which will enable educators better understand the teaching and learning methods which best develop these habits.