Improvement Initiatives Are Like Teenage Sex
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Improvement initiatives are like teenage sex: everyone talks about it, nobody really knows how to do it, everyone thinks everyone else is doing it, so everyone claims they are doing it. ...

Improvement initiatives are like teenage sex: everyone talks about it, nobody really knows how to do it, everyone thinks everyone else is doing it, so everyone claims they are doing it.

For decades most of improvement programs fail. Interestingly enough, with the rise of Agile and Lean the success rates of change initiatives don’t get better. Why so?

Every now and then we focus on processes and methods. We exploit success stories from other organizations just to find ourselves failing again. Should it be a surprise given how little attention we pay to our specific context? Should it be a surprise given bias toward methods and tools at cost of mindset?

Let me discuss some of methods we use to drive improvements. My goal is to show you that most of the time you shouldn’t even bother to use them. The missing bit is almost never a tool or a method. This is going to be sort of myth busting. We need that to change our focus to the important bits: right mindset and understanding the context.

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Improvement Initiatives Are Like Teenage Sex Presentation Transcript

  • 1. Pawel Brodzinski @pawelbrodzinski Improvement Initiatives Are Like Teenage Sex
  • 2. Hi, I’m Pawel Lunar Logic http://lunarlogic.io Blog http://brodzinski.com Twitter @pawelbrodzinski
  • 3. Improvement initiatives are like teenage sex: everyone talks about it, nobody really knows how to do it, everyone thinks everyone else is doing it, so everyone claims they are doing it.
  • 4. 70% of all major change efforts in organizations fail John Kotter, 1995
  • 5. The percent of change programs that are a success today is still 30% McKinsey & Company, 2008
  • 6. 70 to 90 per cent of organisational change initiatives fail Bain & Co, 2008
  • 7. Most studies still show a 60-70% failure rate for organizational change projects — a statistic that has stayed constant from the 1970′s to the present. Ron Ashkenas, 2013
  • 8. People copy the most visible, obvious, and frequently least important practices. Jeffrey Pfeffer & Robert Sutton
  • 9. 2 3 3 2
  • 10. Gemba walk (1) : denotes the action of going to see the actual process, understand the work, ask questions, and learn (2) : is known as one fundamental part of Lean management philosophy Source: Jim Womack: Gemba Walks
  • 11. Visualize Limit WIP Manage flow Make policies explicit Implement feedbak loops Improve collaboratively, evolve experimentally
  • 12. Start with what you have Agree for evolutionary change Respect current situation Encourage leadership on all levels
  • 13. Helping an organization to change is fun. There’s a lot to improve here but I have neither positional power nor autonomy to do that. Anonymous
  • 14. It’s easier to ask forgiveness than it is to get permission Grace Hopper
  • 15. Mindful use of practice leads to learning Mindless use of practice leads to cargo cult
  • 16. Thank you Pawel Brodzinski brodzinski.com lunarlogic.io @pawelbrodzinski