The Danaher Business System – 12 Things I’d Do Differently
When you build something that stands the test of time, it’s tempting to believe you’d do it the same way all over again. But experience has a way of changing your perspective.
In this episode, I look back at the creation of the Danaher Business System and share 12 things I would do differently if I were building it today. From placing greater emphasis on management systems over individual tools, to developing stronger problem-solving leaders, eliminating performance reviews, focusing on upstream process improvement, and leading with leading indicators instead of lagging metrics, these are lessons earned through decades of applying and refining DBS.
This isn’t about second-guessing a successful system—it’s about recognizing that even the best operating systems can evolve. If you’re building a business system, leading a transformation, or trying to create a culture of continuous improvement, these reflections may help you avoid mistakes I only recognized in hindsight.
In this episode, you’ll learn:
- Why management systems matter more than individual improvement tools.
- The importance of developing leaders who can coach and teach problem-solving.
- How performance management and organizational structure can either accelerate or hinder improvement.
- Why upstream thinking, engineering excellence, and leading indicators deserve more attention.
- Twelve practical lessons I’d apply if I were building the Danaher Business System again.
Whether you’re a CEO, operating executive, private equity leader, or continuous improvement practitioner, this episode offers a candid look at what experience teaches us after the work is done—and what I’d do differently if I had the opportunity to start over.