His articles, “Decoding the DNA of the Toyota Production System” and “Learning to Lead at Toyota” have been widely read and have become part of the lean manufacturing canon. Spear's “Fixing Healthcare from the Inside, Today,” won a McKinsey Award as one of the best Harvard Business Review articles in 2005 and his fourth Shingo Prize for Research Excellence. He has published in Annals of Internal Medicine and other medical journals as well and has had op-ed pieces in the New York Times, Boston Globe, Fortune.com, and Industry Week. He has been interviewed on Bloomberg TV and radio and on CBS News and quoted in a number of magazines and newspapers and has spoken to audiences as diverse as the Association for Manufacturing Excellence and the Institute of Medicine.
As a consultant and advisor, Spear works actively with organizations to develop their capacity for high speed sustained improvement and innovation. He played an integral role in developing the Alcoa Business System, which has been credited with saving hundreds of millions of dollars in Alcoa's annual report, and the Perfecting Patient Care system of the Pittsburgh Regional Healthcare Initiative, which helped raise quality and safety of care in area hospitals and which has been credited with saving many lives and much money. His clients include organizations such as Lockheed Martin, John Deere, Intel, Intuit, Brigham Women's Hospital, Massachusetts General Hospital, and Memorial Sloan Kettering Cancer Center. He consulted for the MacArthur Foundation, and works with Toyota on supplier development efforts. A senior lecturer, both in MIT's Sloan School of Management and also the Engineering Systems Division, Spear teaches a course about high velocity organizations in the Leaders for Global Operations Program and in several executive education programs. He supports the Institute for Healthcare Improvement efforts as a senior fellow.
Spear’s academic degrees include a doctorate from Harvard Business School, master's degrees—in management and mechanical engineering—from MIT, and a bachelor's degree in economics from Princeton. He worked for the investment bank Prudential-Bache, the US Congress Office of Technology Assessment, and the University of Tokyo, and he taught at Harvard Business School for six years. He and his wife, Miriam, an architect, live in Brookline, MA with their three children.
How do some organizations achieve exceptional levels of sustained improvement and performance that put their rivals to shame? This 60-minute webinar, which samples key content from Spear's popular...
The most successful organizations are the ones creating high value with their products, in less time, using less effort. These organizations, according to Steven Spear, Senior Lecturer at MIT Sloan...
A general premise of MIT Sloan's Creating High Velocity Organizations is that if you have simple rules to guide your action--in even the most complex situations--you have huge advantages over...
The imperative for high velocity learning by everyone, about everything, all of the time.
Steve Spear's presentation live from the HPE Big Data Conference in Boston in 2016.
What we know and what we learn, not what we have and what we buy.
Things that don't go right are the ones that have something to teach...
Steve Spear, author of 'The High-Velocity Edge,' talks with Dave Vellante and Paul Gillin at the 2016 HPE Big Data Conference in Boston, MA.
Organizations that fail to heed their vulnerabilities are more likely to encounter catastrophes.
Culture change, particularly at the top, is at the heart of any success to be come from high-velocity learning. “If you’re asking people to behave wildly counter to culture, you can’t expect it to...
High Velocity Organizations: How the World's Best Organizations Learn Their Way to Greatness
Understand how high velocity improvement works in practice-and how to achieve it.
Steven Spear, senior lecturer at MIT Sloan School of Management, discusses how organizations can display either zombie or agile hero qualities.
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