Where to Start?

It is often overwhelming to take on organizational transformation. So often we have an idea that transformations are time bound, goal oriented, and focused on success. This can be helpful when working on a project, but is less helpful with transformation of a business. 

I get asked where to start quite often. Here is the answer: with the CEO. (business owner, executive director, president - call them what you will). The vast majority of the data shows that sustaining an organizational transformation is a function of the "big-B" belief of the CEO. 

The ideal engagement of the business leader starts with a learning journey. This often includes a visit to other organizations who have experienced a Lean transformation, who have become "learning organizations." These visits (or study missions) are designed to challenge the thinking of executive leadership both in the way they lead, and in the way they look at their own company.

The learning journey also includes a personal and ongoing study of the Lean Principles, the ideal behaviors they imply, and the impact on the work when they are brought to life in an organization:
     Align
        • Constancy of purpose
        • Provide value to the customer
        • Systems thinking
     Enable
        • Lead with humility
        • Respect every individual
        • Learn continuously
     Improve
        • Focus on process
        • Provide quality at the source
        • Flow and pull value
        • Understand and manage variation
        • Embrace scientific thinking
        • Seek perfection

Once the CEO has an initial grasp of the principles, we can bring some of the other executives on board, and try a small experiment in applying the principles to solve a small problem. I have had success in coaching an executive team in solving problems of communication, teamwork, visibility, overburden of meetings, misalignment to goals, and more.

As the executive teams learn, they can support the work at each layer of management, and have an understanding of what it takes, and the investment required in learning and iterating. 

Soon, the executive team are true sponsors of the transformation, aligned to a set of principles, in support of the organization's values and beliefs.