"Integrate or disintegrate" was a statement I made while facilitating a multi-day kickoff meeting for a mission critical project. My point to the folks was that only as an integrated team could we achieve the aggressive objectives set for this project. I used the example of the 2004 USA Olympic basketball team for what could happen if we didn't integrate.
The USA committee had assembled Lebron James, Tim Duncan and other high paid superstars to deliver another gold medal as in years past. However, when it came to the semifinal game to decide which team would play for the gold, they were beat by a less talented Argentina team. Why? Because the USA did not perform as an integrated team. Argentina had played together for over a year; the USA team for a few weeks.
In my previous post (The Matter of Metrics) I postulated that having sufficient data is not enough to launch a transformational change. So what does trigger change? Some say a burning platform is needed. Where corporate viability is at stake this may be true. However, I suspect in a majority of cases organization leaders are blissfully unaware of a need to adopt Lean or do not view a change to a Lean approach as a priority. It is the fortunate company with a senior leader high enough in the food chain to communicate the burning platform that elevates Lean as a strategic priority. For the rest of us proponents of transformation I share lessons learned from my own journey.Lean Transformation Lean Culture Read more
When company leaders are confronted with the prospect of changing to a Lean Project Delivery approach they will undoubtedly say, “Show me the data.” The implication is that if the data is there to support the implementation of Lean then they will get behind the change. However, this is rarely the case as I will address later, so hold that thought to the end of this installment. Until then let’s assume that your senior executives DO get the Lean/IPD value proposition. Big assumption, but humor me for now.Lean Transformation Lean Culture Read more