John S.

John S. Hamalian

John S. Hamalian has over 20 years of experience at General Motors and Dell, specializing in Lean Management, Business Improvement, Strategy and Organizational Development. With assignments based in the USA, China, Korea, India and Singapore, culminating in 2 Asia-Pacific Regional Director positions, John has thrived in global and culturally-diverse environments. He is an adjunct professor at various universities; a published writer on Lean, Strategy and Asian culture; and an active speaker at Business Excellence conferences, global corporations and professional institutions.

John is now the owner of Sustainable Organisational Excellence, providing consulting, facilitation and training to help clients across Asia improve their performance and increase value. He holds an MBA from Fordham University in New York and a Bachelor Degree in Engineering from Kettering University in Michigan. An avid explorer, John has visited a total of 45 countries, including the entire Far East of Asia, and speaks conversational Mandarin Chinese. He is an active supporter of several NGOs, including serving as Chairman of the Audit Committee.

‘R-E-S-P-E-C-T - find out what it means to me!’ was the chorus of a spirited song belted out by soul singer extraordinaire Aretha Franklin back in the late 1960s.  Following Aretha’s lead, what does ‘Respect’ mean to you?  In Part 1 of this series, we explored what ‘Respect for People’ means from the perspective of Toyota’s key lean...Full Article »
“Respect Your Elders!’ was a mantra drilled into our heads by many of our parents as early as we can remember.  But we may have not been told why to respect them, and may have been left with an impression that Respect merely means to be superficially polite to people.  While it is well established that one of the two key pillars of...Full Article »
Research states that ‘46% of all improvement initiatives fail due to lack of leadership’1. Taken with other evidence, clearly more work is needed to develop lean leaders. But what is a ‘Lean Leader’? What makes a Lean Leader different from a ‘normal’ leader? What special competencies are required to be...Full Article »
Lean is at an interesting crossroads in its storied history. There are at least two dimensions to this juncture. On one hand, some industries feel they have already implemented Lean and are looking for ‘the next new thing’. On the other hand, other industries such as healthcare are experiencing the joy of lean experimentation and...Full Article »
Got a supremely crafted strategic plan? No matter how good your strategy, it's up to the leadership to deploy it, live it and sustain it. Beware these 4 types of leaders that can destroy a perfectly good strategy....Full Article »
Part 2 of a series on Strategy Development - the 10 elements you need to make sure you have a good strategy inplace....Full Article »
Lack of a proper strategy is a serious problem that can result in ad hoc improvements that don't contribute to overall organizational needs, says John Hamalian. The trouble is many organisations think they've got a strategy when they don't. Do you recognize any of these 4 common non-strategies?...Full Article »