How important behavior, attitude, and culture are impacting companies implementing Lean principles? Delve into the knowledge managers and Lean IT Leaders require when introducing or implementing Lean within their organizations.

1. Why is Culture so
Critical to Lean IT
Leadership?

2. WELCOME!

3. Host and Presenter
Deborah Burton
Member Marketing Team
Lean IT Association (LITA)
Channel Marketing Manager
ITpreneurs

4. LITA - Pioneering a Global Standard
for Lean IT Education & Certification
● Lean IT Association (LITA) is a non-profit organization founded by three
Accredited Training Organizations (ATOs) - ITpreneurs, Pink Elephant,
Quint Wellington Redwood and three Examination Institutes (EIs) - APMG,
EXIN, PEOPLECERT International Ltd. To realize its broader purpose
LITA aims to provide:
● An industry-standard set of Lean IT reference materials and other
resources for practitioner organizations to use;
● An certification scheme aimed at practitioner organizations looking to
adopt Lean IT principles in the IT Service development and operations
department as well as professionals that want to be certified in Lean IT on
various levels.
@leanittweets
#litachat

5. Today's Guest Presenter
Nadine Fruin
Fruin Consultancy & Training
ITpreneurs Lean IT Master Trainer
Lean IT Foundation, Kaizen, Leadership
Master of Organizational Change Management
ITSM, COBIT 5, ISO 20000, BiSL

6. 6
Watch the webinar recording
Webinar Recording
Why Is Culture So
Critical to Lean IT
Leadership?

7. What Is Culture?
▪ The ideas, customs, and social behavior of a particular people or society
▪ The attitudes and behavior characteristic of a particular social group
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@leanittweets
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8. Attitude and Behavior
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Lean IT is Structured in
Five Dimensions
Kaizen to Facilitate
Continual Improvement
@leanittweets
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9. Lean Mindset: A Way of Thinking and Acting
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● Good is not the end, seek perfection and flow
● Problems are opportunities, enable us to provide more
value to customers
● Think counter-intuitively, the usual way of doing things
is not always the best way
● Focus on delivering value, not on cutting costs or
making a profit
● Nurture long-term relationships and ensure all parties
benefit
● Make short-term behavior consistent with long-term
goals
● Look at the whole, not just the constituent parts
@leanittweets
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10. What is Lean Attitude?
● Belief that improvement is always possible
● Desire to add value to customers
● Belief in taking the next step, however small
● Have a critical mind, but always bring a solution
● Belief in the possibilities of people, rather than their limitations
● Belief that together we can achieve more than alone
@leanittweets
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11. What is Lean Behavior?
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● “Go see” for yourself to thoroughly
understand the situation
● Discussions happen on the work floor, in
front of the real situation, with the
people really involved – not in the
manager’s office
● Small concrete adjustments can make a
big difference
● Learning becomes a part of the
everyday routine
● Just do it
● 5 Why
● A problem is an opportunity to improve
● Experiencing an ‘aha!’ moment – a
moment of sudden and profound insight
● There is an open dialogue between staff
at different levels
Continual Improvement Exciting and Open
@leanittweets
#litachat

12. What Kind of Culture Is Beneficial for Us?
Top Ten CIO Concerns For 2016
Society for Information Management (SIM)
 The Technology Alignment with the Business
 Security & Privacy
 Speed of IT Delivery and Time-to-Market
 Innovation
 Business Productivity & Efficiency
 IT Value Proposition to the Business
 IT Agility & Flexibility
 IT Cost Reduction & Controls
 Business Agility & Flexibility
 Business Cost Reduction & Controls
@leanittweets
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13. We Need a Culture That Is Based on…
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Lean behaviors
● Patience
● Reflection
● Calmness
● Trust
● Constructive dialogue, feedback
● Compassion
● Understanding
● Fact based, validated
● Respect
● Objectivity
● Listening
● Knowledge sharing, transparency
● Self reflection, humor
● Visible
Not Lean behaviors
● Negativity
● Revenge
● Ego
● Distrust, extreme flattery
● Criticism
● Irrelevant observations
● Gossip
● Interpretations
● Sarcasm
● Prejudice
● Preoccupation
● “Local hero”
● Cynicism
● Hidden @leanittweets
#litachat

14. Desired Organizational Culture Starts…with You
Leading by example: in thought,
action and emotion
• Authenticity
• Honesty
• Sincerity
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Traditional Lean
Managers have all the answers Manager should ask the right
questions, employees should have the
answers as a team
Managers do the thinking, workers
concentrate on doing
Managers facilitate the workers to add
value
Activities are done, because they are
asked to be done
Activities are only done if they add
value
A certain rate of defects is unavoidable Defects can be eliminated
@leanittweets
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15. Concrete Actions
● Structurally show true interest in how employees
execute their tasks
● Stimulate and inspire employees through dialogue
and by setting challenging expectations at the
individual level
● Inspire people to change from “just doing my work”
to “my work makes a difference; my work is
necessary to achieve our goals”
● Build systems and processes that cascade
responsibility
● Influence by being knowledgeable, by getting into
messy details, by coaching and teaching
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@leanittweets
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16. Honest Interest in People Combined with
Performance Objectives
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Go See
● Observe
● “Sr. Mgmt. must spend time on the work floor.”
Ask Why
● Interact
● “Use the “Why?” technique daily.”
Show Respect
● Listen
● “Respect your people.”
Chairman Cho of Toyota
@leanittweets
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17. Create an Environment that Stimulates Success
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Top down and bottom up:
Continual Flow of Interaction
and Information
@leanittweets
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18. Why We Don’t Do It: The Fear Factor
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● Fear of Failure
● Fear of Making Mistakes
● Fear of Judgement
● Fear of Rejection
● Fear of Success
● Fear of Discomfort
● Fear of not being Popular
● Fear of your Inner Voices and Emotions
● = Fear of Yourself
@leanittweets
#litachat

19. Just Do It!
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Ensure
● No idea killers
● Out-of-the-box thinking
● Inspiring environment
Go to the workplace
● Facilitates the generation of ideas for
solutions, especially because ideas can be
discussed with the people.
● Workplace validation ensures that the
implementation of improvements is carried
out in a way that garners support with the
people doing the work
@leanittweets
#litachat

20. LITA Supports Four Distinct Certifications
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@leanittweets
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21. Contact Us
Deborah Burton
Member Marketing Team
Lean IT Association (LITA)
deborah.burton@leanitassociation.com
Nadine Fruin
Fruin Consultancy & Training
nadine_fruin@hotmail.com
www.leanitassociation.com
Or follow us on LinkedIn:
www.linkedin.com/company/lean-it-association
@leanittweets
#litachat

22. Thank You!

23. 23
Watch the webinar recording
Webinar Recording
Why Is Culture So
Critical to Lean IT
Leadership?

24. Experience Lean IT in Action
We believe that “Lean Thinking” should be an integral part of every
Enterprise IT organization and also every IT professional’s toolkit.
Lean thinking is about understanding how to assess business processes, to identify and
eliminate waste. Today, many IT professionals stakeholders from cross-functional areas -
operational, tactical and strategic — have or are planning to get certified in Lean IT with the
objective of reducing waste and improving efficiency.
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