Natural law states a profound, yet often ignored truth about biological organisms: if you are not growing, you are dying. What does growth fundamentally mean? In simple terms, it means to continuously be moving, adapting and improving, whether we are conscious of it or not. The same law applies to businesses, given that they are ultimately comprised of people.
Before senior executives invest organizational resources into continuous improvement, they must consider some ‘have-to-believes’:
Opportunities come from the front lines. Senior leaders have visibility to large, transformational levers but are too far removed from day to day operations to identify opportunities for continuous improvement.
Front-line employees are the best suited to develop solutions. After all, they are closest to the customer and the ultimate custodians of executing the improved processes.
Sponsorship is frequent and visible: The most senior executives of the company, including the CEO, must be able to provide visible, frequent and long-term support to continuous improvement programs.
When these beliefs are not true for an organization, continuous improvement programs are not the appropriate mechanism for creating change. Leaders must evaluate and consider other mechanisms better suited for the culture of the company.
But if those beliefs hold true, the potential is enormous. Our white paper describes 5 steps to consider, with specific recommendations attached to each:
Start with from the outside-in
Be very clear about desired outcomes
'Lean', but not all the time
Learn, all the time
Them is Us
Learn more in our whitepaper below: