Improving operations with the Cube of Good Management

Did you know that the main cause of failure for most organizations is not a bad strategy but a bad execution? Yes, I know that there will be voices against this statement, after all many prefer the apparent prestige of the strategist rather than the hard work of the operational manager, however it is a reality that 90% of the organizations fail in the execution and not in the design of their strategy (read for example Kaplan and Norton’s “Balanced Scorecard”), so every day let go without improving your operations is a day closer to the failure of your organization.

Unfortunately, most directors, managers and team leaders either have no information on how to deal with operational improvement or they feel so lost among the different methodologies (Lean, Six Sigma, Agile, Total Quality Management, Kaizen, etc.) that they end up not applying any of them. That is why I have created the Cube of good management, an Operational Excellence framework built as an integration of the most relevant methodologies to make it very practical and easy to apply them in any organization.

The Cube of Good Management is a framework to improve operations management in a practical and simple way that integrates the most relevant methodologies.

The framework consist of a cube containing four elements on each of its six facets, elements which serve as a reference for everything that must be taken into account by a good manager in order to improve the organization’s operations and maintain results in the long term.

The following image summarizes the framework’s elements and lifecycle:

Click on the image to download the original PDF file

As you can see each facet with a different color is composed of four elements that materialize it. For example, in the red fact we have the organization’s Purpose, which in order to be well constructed and have the desired impact must be reflected in Mission & Vision, Values, Customer and Strategy.

I recommend you to start using this model together with your team. To do this, just print out the model, meet as a group and ask yourself what you are doing about each of the elements and their interrelationships: Is there a clearly defined strategy that is shared with everyone? The strategy comes to materialize the mission and vision of our organization? Does it respect our values? Do we have work standards? Are these standards aligned with the strategy? Do we do gemba walks to reinforce strategic implementation? Do we use technology to support our standards always aligned with maximizing value for our client?… These are just a few examples of questions derived from the Cube of good management, basic questions that will help you considering what are you doing about these 24 elements which are core to operations optimization.

To get started, just print the model, meet with your team and ask yourself what you are doing about each of the elements and their interrelationships.

The objective is to develop each element of the cube through its own enablers and metrics. In other words, each organization has to define, for example, its own way of communicating and fulfilling its values, its own standards, its own dynamics for team huddles, its own way of energizing people, etc., but always complying with the objectives and principles behind each element. While the 24 elements of the cube represent the goal to be achieved, implementing specific enablers and metrics is the way to reach that goal.

While the 24 elements of the cube represent the goal to be achieved, implementing specific enablers and metrics is the way to reach that goal.

All this must be managed through a life cycle that defines the evolution of the cube from the deployment and execution of the enablers to, through the monitoring and analysis of specific metrics, use the ideas of the team in the continuous improvement and innovation of its design.

On the main framework’s page at you can find more information about the Cube of Good Management including detailed descriptions of each element, enablers and metrics recommendations, and a step-by-step manual on how to play with your team using the Cube of Good Management. I encourage you to discover it, I’m sure it will set a turning point in your organization.


Jorge Díaz –

The Cube of Good Management framework is shared under a Creative Commons Attribution – Non-Commercial – No Derivatives 4.0 International license as explained here

4 comments on “Improving operations with the Cube of Good Management
  1. Eduardo Muniz says:

    Excellent information. Thanks Jorge. One question how do you address the point MONITOR & ANALYZE? I am interested. Thanks in advance

    • Jorge says:

      Thanks Eduardo, glad that you like it.

      In the Monitor & Analyze phase the objective is to collect the previously defined metrics (each element has its own metrics) and analyze them in order to assess the performance of the deployed enablers. It is somewhat similar to the activities taking place in the Measure and Analyze steps of the DMAIC cycle for Lean Six Sigma. You can find more information about the Cube’s lifecycle at

  2. Pradeep Kumar Gupta says:

    Together Everyone Achieves More.

  3. Bhavesh says:

    Nice article.

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About me

Jorge Díaz, consultant specialized in Operational Excellence applying the principles from Lean, Agile and Process Management. More about me.

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