Don Kieffer

Don Kieffer, a senior lecturer at MIT Sloan and former Harley-Davidson executive, explores how returning to basic work principles can transform organizations. He discusses the pitfalls of management fads and introduces the five principles of Dynamic Work Design. Kieffer emphasizes the importance of small experiments over big plans, reveals the flaws of firefighting cultures, and highlights techniques to improve workflow. Through engaging anecdotes, he shows how focused changes can lead to substantial organizational improvements.

Don Kieffer has spent more than fifty years redesigning how real work gets done. In this episode, he explains why so many improvement efforts stall—and how Dynamic Work Design offers a clearer, more practical way forward. Episode page with video, transcript, and more Don traces his path from machinist to Vice President of Operational Excellence at Harley-Davidson and senior lecturer at MIT Sloan. He shares what he learned working with Toyota legend Hajime Oba, including the moment he realized that copying Toyota’s rituals was the wrong goal. The real power, he argues, lies in understanding the thinking behind great work design. We break down the five principles of Dynamic Work Design—solving the right problem, structuring for discovery, connecting the human chain, regulating flow, and making work visible—and discuss how they apply far beyond the factory floor. Don explains why intellectual work is “almost infinitely compressible,” why executives misdiagnose morale problems, and why most leaders can draw their org chart but not the actual flow of work. Along the way, he shares stories from Harley, MIT, and client organizations that learned to shift from firefighting to flow. His message is consistent: when you redesign the work, you change the culture. Engagement follows the system, not the other way around. This episode pairs well with Episode 538 with Nelson Repenning and is essential listening for leaders trying to improve performance, reduce frustration, and create environments where people can do their best work. Key ideas • Copying Toyota’s practices isn’t the same as understanding Toyota’s thinking • Why Dynamic Work Design starts with a specific problem—not a program • How to create real-time management systems in knowledge-work environments • Why most dysfunction is a work-design issue, not a people issue • How better work design restores flow, learning, and joy in the work Representative Quotes “Five percent of the problem is people. Ninety-five percent is bad work design.” “Most executives can draw the org chart, but not the work.” “Intellectual work is almost infinitely compressible.” “Culture emerges from how the work is designed—not from what leaders say.”

Nelson Repenning and Don Kieffer, both professors at MIT Sloan, dive into their fascinating journey from early jobs to impactful careers in academia. They share how childhood experiences shape money habits and offer practical advice for parents teaching financial literacy. The duo recounts their serendipitous meeting at Harley-Davidson that sparked a 30-year collaboration and discusses the challenges of improving knowledge work over factory jobs. Their new book emphasizes that better systems—not harder work—lead to greater success and employee satisfaction.

Don Kieffer, a senior lecturer at MIT Sloan and operations expert, discusses his work improving company performance through strategic system design. He shares his five-principle framework to drive operational excellence, emphasizing the importance of solving the right problems and observing real work on the shop floor. Kieffer warns against firefighting cultures that hinder capability growth and advocates for small, effective experiments over disruptive changes. He also explores the critical balance between automation and human systems in achieving sustainable business outcomes.

Don Kieffer, a former factory leader and co-author of "There's Got to Be a Better Way," delves into the pitfalls leaders face when relying on common sense. He passionately argues that meetings can be the worst form of organizational abuse, calling for a shift to dynamic work design. By partnering frontline workers with experts, creating visibility in workflows, and experimenting with solutions, organizations can enhance adaptability and efficiency. Kieffer even likens effective teamwork to jazz, where structure and improvisation spark innovation.