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Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsBlending Appreciative Inquiry and...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsAnkit Patel, principal partner wi...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Welcome, everyone. Thi...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systemsefficient? What I did was say, "L...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsAt that point is really a great p...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systemsget these reactions of, "Well, yo...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsAlliance, what attracted you to t...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsThe third part is looking into th...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systemsdiscovery -- but Dream is, "Whats...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systemsnecessarily what they think is po...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsYou could actually ask appreciati...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systems"OK, maybe it is a threat," but w...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsThere wont be as much success the...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsJoe: If I take AI, I still need t...
Business901                      Podcast TranscriptionImplementing Lean Marketing SystemsAnkit: I do both actually. I look...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systemsat least a year. Ive seen that tr...
Business901                      Podcast TranscriptionImplementing Lean Marketing Systems                                 ...
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Blending appreciative inquiry and continuous improvement

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Ankit Patel, principal partner with The Lean Way Consulting firm while doing some work with the Cleveland Clinic, discovered Appreciative Inquiry and saw an opportunity to blend it with his work in Continuous Improvement.

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Blending appreciative inquiry and continuous improvement

  1. 1. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsBlending Appreciative Inquiry andContinuous Improvement Guest was Ankit Patel Related Podcast: Appreciative Inquiry for Continuous Improvement Appreciative Inquiry for Continuous Improvement Copyright Business901
  2. 2. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnkit Patel, principal partner with The Lean Way Consulting firmwhile doing some work with the Cleveland Clinic, discovered Appreciative Inquiry and saw an opportunity to blend it with his work in Continuous Improvement. Ankit Patel is the founder of The Lean Way Consulting. Prior to starting The Lean Way Consulting, Ankit was a Lean consultant for Dell Inc. overseeing Dells Manufacturing, and Re-Manufacturing production processes in Lebanon TN. Ankit helpedguide the multibillion dollar plant in strategicplanning, coaching executives at the plant, facilitating Kaizenevents, and training Lean leaders at all levels of theorganization. Ankit is no stranger to the board room or the shopfloor and has run several strategic initiatives as well as 100s ofKaizen events.Ankit has also had several years of small business ownership. Hehas owned a Liberty Tax Service, started his own online computereducation company My Computer Buddies and has been a partnerin a sandwich shop and a motel. Ankit has guided a variety ofsmall and medium size businesses ranging in services fromveterinary clinics to tattoo parlors.His experience to change and grow companies ranges from smallbusinesses to multinational fortune 50 companies. Ankit has anIndustrial Engineering Degree from Georgia Tech and lives in theNashville TN area. You can follow Ankit on theblog http://theleanwayconsulting.blogspot.com/. Appreciative Inquiry for Continuous Improvement Copyright Business901
  3. 3. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe Dager: Welcome, everyone. This is Joe Dager, the host ofthe Business901 podcast. With me today is Ankit Patel, who is aprincipal partner with The Lean Way Consulting. Prior to that,Ankit was a Lean consultant for Dell Incorporated, overseeingDells manufacturing and re-manufacturing production processes.Hes also done work with the Cleveland Clinic, improving theirculture and processes. Ankits recent work has led him intobringing Appreciative Inquiry to the field of continuousimprovement. Ankit, could you clean up that introduction a littlebit for me and tell me what led you into the Appreciative Inquiryfield?Ankit Patel: Thanks, Joe. I appreciate it. No pun intendedthere. My background has traditionally been in Lean and SixSigma. Before that, my college degree was in industrialengineering. I come from a pretty heavy process-improvementbackground. When I did some work at the Cleveland Clinic, Iactually saw the clinic was doing something pretty unique: theywere using Appreciative Inquiry. But they werent necessarilyapplying it to continuous improvement. What I noticed was thattheres an opportunity to blend the two approaches. For thosethat dont know, Appreciative Inquiry, at the basic level, islooking at the strengths in the system and in the people. So,whats working well, and how can we take whats working welland build off of that? What I did was I said, what if we took thatapproach, start from a strengths-based approach, as opposed towhats called "deficit-based," which is where typicalprocess-improvement activities start as, and see how that works.What I did was I worked with the Heart and Vascular Institute.Actually, for those who dont know, theyre definitely number onein the country, and theyre probably number one in the world, interms of their procedures and the care for any kind of heartproblem that you have.One of the projects I did with them was helping them with theturn time between procedures: how do they make that more Appreciative Inquiry for Continuous Improvement Copyright Business901
  4. 4. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsefficient? What I did was say, "Lets take a look at thestrengths-based approach and appreciative approach and howthat could get better and working with you to improve that."What that led to was things like standardization, things like takttime versus cycle time, checks and processes and auditing, howwere doing, putting in checklists, all these things that wetypically see with a Lean or a Six Sigma or some sort ofprocess-improvement implementation, but the driver was fromthe positive psychology.Because of that, we were able to get a lot more traction with it.Folks who participated in the process were much more boughtinto the process and really, really were gung-ho about it. What Ireally noticed was that ability to really sustain and help sustainthese processes was critical when you came from that angle.Thats a little bit about how I got into it.Joe: You look at Appreciative Inquiry, well call it AI as we go on,and you use AI as a starting point. How do you relate that tosolving problems?Ankit: AI, like I said, takes the approach of organizations are amystery and theres a lot of good things that happen. What youare doing is your end result is still the same, you improve thebusiness and you sustain results. The difference is in how youapproach focus. What youre doing is, one, youre focusing on asmuch of the entire system as possible. If youre looking at letssay improving one department including as many people in thedepartment as possible in this AI process. Then you go intowhats called the discovery phase. Whats going well? What aresome of your best experiences youve had here? If you want tomake it topic specific, what are some of the best customerexperiences that weve had? What caused that to be such a goodcustomer experience? Then extrapolating that out to OK, how canwe do that more often and make it a norm instead of a one-offoccurrence we see once every two months? Appreciative Inquiry for Continuous Improvement Copyright Business901
  5. 5. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAt that point is really a great place to introduce the how. Onceyou start to get into this is what we want to do but how do weget there then you start introducing things like standard work,things like the DMAIC process of how do you get a rate toimprove processes. Things like PCA cycles and some of the othercycles like you have come up with to really show how you canbridge the gap between where they are and where they want tobe.The trick is AI gives you that initial drive and that pull for wantingto change. I think thats a night and day difference with theprojects Ive run AI versus non-AI.Joe: In problem solving we always think about the five whys infinding root cause but what youre saying is you concentrateupfront with maybe the what and the how instead of the whys?Ankit: I think its a blend of that. It is a little bit of the fivewhys, too, but its why are things working well and not just whythings are broke. Dont get me wrong, were not going tocompletely ignore all the deficiencies and whats not working. AIis just a great starting point of initiating your change efforts.What youll do is youll be able to find the what and the how andalso the why but try to term it in terms of success and wins thatpeople have been experiencing. From a psychological standpoint,it actually ends up opening you quite a bit more, you active awhole different region in your brain. People just tend to reactdifferently once theyve focused on the positives. It doesnt seemlike a huge difference but the actual results that you see fromdifferent approaches can be quite significant.Joe: Are you trying to empower the individual, more so thansitting there and breaking down whats wrong?Ankit: Thats one big thing. When I do these type activities if Ichoose a traditional try to break it down and whats wrongapproach you get very defensive type reactions sometimes. Youll Appreciative Inquiry for Continuous Improvement Copyright Business901
  6. 6. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsget these reactions of, "Well, you know, this isnt my job," or,"Thats not accurate, I dont believe it." And people tend to getdefensive, because even though youre not indicting them as aperson, they feel attacked because they feel some sort ofownership over the processes that youre looking at. But whenyou take that approach, the AI approach, of lets look at thestrengths, you get all sorts of different reactions. Ive had folkssay things to me like, "Wow, this process that were goingthrough," referring to the AI process, "it gives me hope. Ivenever really thought of it this way. Its such a cool and uniqueway of thinking about it. I really think that we can make thishappen, we can really get some significant change put in place."So all these different...you get a whole set of different reactions.You get people energized versus beat down or very, you know,best case, mutual, emotionally.That has a lot to do with your future efforts when you work tosustain the changes. That drive and that pull for people that areengaged, that are, you know, activated, Ill call that activated,theyre just so much more push and drive to really get changeput into place.Joe: Can you give me examples of some of the questions that Imight use to lead into an encounter, or lead into a process andtake more of a positive approach when we start out?Ankit: Sure, absolutely. Ill give a couple examples. I use a lotof AI with strategy. One of the approaches with strategy, I did anAI initiative with an organization here called the OrganizationChange Alliance, and what I asked them was...well, first off, whatthey were looking to do was grow their organization. Theyre anon-profit association for org development. What we did was wesaid OK, lets take a...heres a three set of questions that wewant you to answer to do some initial data collection, just withthe board. And so what we said was, first question, what is it thatattracted you to the OCA, which is called the Organization Change Appreciative Inquiry for Continuous Improvement Copyright Business901
  7. 7. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAlliance, what attracted you to the organization? They would alltalk about it, and theyd pair off in their views.The second question is OK, what do you think is happening thatsjust fantastic and were just knocking out of the park, and youwant to see that continue into the future?The third question there would be OK, lets imagine you fellasleep and you wake up 10 years later and the OCA has grownbeyond your wildest dreams, everything you ever imagined is inplace. What does it look like, and what are some of the steps thatthe organization took to get there?What youre doing there is building successes off the past, andisolating core factors that are really working well, and thenbuilding a vision of the future. When you get folks thinking interms of that, they start getting more hopeful, they get moreengaged, they get more passionate to really drive forward.Another example would be, lets say youre working more on aprofit level. Im working with a client at an IT service company,and one of the things theyre looking at is speed of closure.Theyre an IT recruiting firm. They want to reduce the time ittakes from the time they get a rec, a requirement, or a job, andthe time it actually gets filled.One of the questions that we would ask to the recruiters is, "Tellme about a time when you had just expedient customer serviceand closure of a job that you had on the table." We asked themthat question and started getting ideas --"Lets talk about thatexperience."Then the next part of that question might be somethinglike -- well, theres a couple parts, but one of the parts was, "Ifyou had to bottle the top five characteristics of what made thatexperience so great, what would you put in that bottle?" Againsame concept there, trying to isolate the factors. Appreciative Inquiry for Continuous Improvement Copyright Business901
  8. 8. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsThe third part is looking into the future of designing what it wouldlook like if everything was like that top experience that youexperienced, that you went through.The basic format is: what worked well in the past, what are thekey factors in how you design a future around those factors.Thats just an initial starting point, though. So, its a veryintegrative process. Each situation is different. With the OCA, theAssociation, well actually be going back and drilling down intosome more specific topics. Were going to ask those topics in abigger session with both members and also non-members that wewould like to become members to get their feedback on how toimprove.With the IT recruiting firm, the service-based industry, whatwere going to do is actually take those pieces that we found, andonce theyre finished were going to integrate them into someprocess change recommendations, and were going to startbringing the team back to the table and say, "These are somethings we thought of. Now how do we go and do this movingforward?" Things like, we need to standardize, and we need tochange our prioritization matrix. Those type of things.Joe: Sounds like youre doing a Hoshin with AppreciativeInquirer over the top of it?Ankit: Exactly. Its a great way to drive that. Ive used it inseveral different respects, not just process improvement butHoshin, as well.Joe: You mentioned the 4-Ds in your conversations, ,maybe nota tool, but certainly a concept of AI?Ankit: You have the four D processes, Discovery, Dream,Design, and Destiny. Discovery is basically the data collection,asking those interview-based questions, getting that informationfrom folks. The Dream -- you can do that a little bit while you do Appreciative Inquiry for Continuous Improvement Copyright Business901
  9. 9. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsdiscovery -- but Dream is, "Whats possible? What does the futurehold? What can it be?" And then Design is the, "Now we knowwhat we want to be. How are we going to make that happen?What does it look like? What are the specific design elements?"Thats a great place to interview some of the processimprovement teams. Then you have Destiny. Thats also anotherword for sustaining, but "How do we carry this forward and makesure these things get put into place." Again, a great place forthese CI type tools.Joe: It sounds a little bit like PDCA.Ankit: It does, surprisingly, right? Its funny how that works.Just like PDCA, youll go through these cycles repeatedly. Well gothrough this 4-D process multiple times when doing our Hoshinplanning, once with a board, once with maybe a larger group, andthen maybe once again after with another substantive population.Its several rounds, several times. It just depends on eachsituation. But youre right its very similar to a PDCA session.Joe: When you talk about problem solving, people think of itvery much in linear terms. The things that Ive read onAppreciative Inquiry, theyre talking about circular questions. Isthere a difference in that thinking? Whats really the basicdifference between the two?Ankit: I would say that traditional process improvement is alittle bit slightly more linear, and theres nothing wrong with thatat all. I think thats actually a much needed skill set. But look. Ithink where the AI process really excels is at non-linear type,breakthrough type of issues. If you want continuousimprovement, traditional continuous improvement tools are greatfor that. If you want serious breakthrough types of initiatives,there are some tools in the continuous improvement belt thathelp with that. AI seems to work much, much better for thatbecause of the non-linear nature. It allows folks to break free of Appreciative Inquiry for Continuous Improvement Copyright Business901
  10. 10. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsnecessarily what they think is possible because it lets them justthink bigger. So you do end up getting much, much larger typesof initiatives.Ill give you an example. Roadway Trucking. They did anAppreciative Inquiry, what they call, Summit. They actually hadtheir own drivers come up with their initiative for a specific depotthat could save $1 million. I think that was, if Im correct, forRoadway Trucking, about 40 percent of a total revenue. It was anextremely aggressive goal, but they came up with that goalbecause of this whole process.Now would they have achieved that otherwise? Possibly, it mighthave been an edict from the top down, but because they came upwith it they were actually able to achieve it and get a lot of goodcultural outcomes from that as well. People felt more empowered.People felt more engaged. You get fewer turnovers from yourfolks. People are happier to be at work. Its just a really, reallyneat way to approach any kind of problem or opportunity.Joe: Im from a sales and marketing background. EverythingIve always been taught was that I needed to solve a problem fora customer. How can I use Appreciative Inquiry in sales andmarketing? Can I?Ankit: Well, I think you can, Ive actually done sales before.What they taught us was youve got to appeal to one or the otherthings. Youve got to appeal to a pain point or a hope and anaspiration. So AI really goes to that hope and aspiration, but Ithink you can use both. I actually havent used AI in sales, butjust thinking it through it seems like what you could do isobviously listen to what the customer wants. But you can actuallytalk through what their hopes and aspirations are what theywould like to see. Thats a very appreciative approach to doing asales piece. Appreciative Inquiry for Continuous Improvement Copyright Business901
  11. 11. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsYou could actually ask appreciative questions, like that futurestate question. "Well, where would you like to be 10 years fromnow if everythings successful?" If "everything is great, this iswhere I want to be," its like, "OK. Well, I can get you there. Thisis how I can help you meet your vision of the future."I think thats probably the best way to use AI, but again I haventhad direct experience with using specifically AI with sales. But Iwould envision it being used that way.Joe: It would be a great way to really set the expectations ofboth parties.Ankit: Yes, exactly.Joe: Are you familiar with SOAR at all?Ankit: Thats actually the methodology I use for OCA, is theSOAR methodology.Joe: Is SOAR just another discipline of AI?Ankit: It is. I would say its like a subset, yes. Instead of usingthe typical SWOT analysis, youd just go SOAR analysis. Butyoure really getting the same things. Youre just framing themdifferently. Instead of having threats in there, what you do is yousay, "Well, what are the opportunities that we have from some ofthe "threats" that might be out there?" So its just a different wayof framing it and looking at it slightly differently.Joe: Do you use that in Hoshin? Instead of a SWOT analysis?Ankit: Thats exactly what I use. I like to use the SOAR. Most ofthe times I can use SOAR and be fine with it and get away with it.Occasionally you do have to look at things like threats becausesometimes people just wont accept that theres opportunity inthe threat, like government regulation. So OK, well leave it at, Appreciative Inquiry for Continuous Improvement Copyright Business901
  12. 12. Business901 Podcast TranscriptionImplementing Lean Marketing Systems"OK, maybe it is a threat," but we try and keep it at the SOARlevel.Joe: When we start out with AI, go through the discovery,dream, design, and destiny that has to be a difficult change for alot of us. Especially if were engineers and from a problem-solvingculture, thats not an easy step, it seems like were jumpingacross a pretty big chasm there?Ankit: Actually I use this with engineers, and surprisinglytheyve been some of the most appreciative of the process.Theyve actually really, really got a lot from going to this. Theyfelt energized. I dont know why but some of the bestcomments...like Ive had one engineer tell me, "This is the firsttime in a very long time Ive got hope that things can be better."Things like that are said a lot. Im not sure what it is, but theredoesnt really seem to be, one group may not like it versusanother. If the person doesnt necessarily see value with it, theymay or may not get anything from it. But its not going to be foreveryone now. Appreciative Inquiry is not one of those thingsthat everyone will see value in right away.Joe: Have you seen what the resistance is or the time that youwould not definitely use it?Ankit: You know, honestly the best place to use it, Ill refer towhat one of the best cases to use it and then talk about whenmay not be such a good place to use it. But the best place thatIve seen to use it is when someone is willing to have the wholesystem participate in coming up with a change. Whether its aprocess change or whether its a strategy change, but involvingthe whole group in this process or as much of the whole aspossible. That is where AI excels. Where there may not be a needfor this or may not be best with this is with a typical, well call itmore of a dictatorship style of leadership where it doesnt matter.Whatever the team comes up with, its my way or the highway. Appreciative Inquiry for Continuous Improvement Copyright Business901
  13. 13. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsThere wont be as much success there. There may be a lot ofenergy with a team, but regardless, the leadership team may stilldo what they want versus what the team wants.Those are the types of areas where a traditional process grid maybe a slightly better approach just so they can get the results, butthey will get the cultural benefits of doing something like AI.Joe: Are there ways I can practice to get better at this? I meanare there certain tools out there and certain things that I can say,"Gee, I want to do more of this approach"? What can I do to getthere? How can I start training myself?Ankit: What you need to do is not that difficult. Its more of justlooking on the positives and the strengths in people andsituations. There are a few good resources out there. I believeAppreciativeInquiryCommons.com or .org. Thats actually a greatsite. There are a few books out there on Appreciative Inquiry.David Cooperrider is the founder of Appreciative Inquiry. Anybook by him is pretty good. Theres the "Appreciative InquiryHandbook." There are also some other books that are pretty goodjust in terms of positive psychology. Theres a book called"Positivity" by Barbara Fredrickson thats good. My websiteactually has a few articles and blog postings on AppreciativeInquiry and how to get started with process changes.So theres definitely a lot of resources out there, but ultimately ifyou want to take something away from this podcast today, justask "Whats working well?" instead of asking "Whats broke?"That one thing alone is a great place to start. But you need to seewhats broke, obviously a lot of us have been trained in doingthat.Look for whats actually going well and how you could take whatsworking well and grow that. That would be my advice. If someonewants to get better at AI, thats the great way to start. Appreciative Inquiry for Continuous Improvement Copyright Business901
  14. 14. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsJoe: If I take AI, I still need the "why" and solve the problemseventually, dont I?Ankit: Yeah, absolutely, and thats what the end goal is thatswhy having someone whos been through the process actuallyreally helps. I think weve talked a lot about more of thetouchy-feely types, but by using this process Ive actually got alot of really good results. For instance, reduction of patient waittime at the clinic by 40 percent just by using this process andcombining it with some CI tools. Reduction in turnaround time byabout 44 percent using this process and again, things likestandardization. These arent necessarily unheard of things, butwhere the difference is, the results that we saw was, the teamactually was able to sustain these changes over a long haul.Thats usually the trick with a lot of the change managementefforts.The other thing, too, we also noticed was less turnover. Theres alot less turnover with employees who are engaged in thismanner. So we took another area at a small manufacturing firmthat I worked with, that had a turnover of 19 percent, usingAppreciative Inquiry and then tried to show them the ropes onhow to do line design. They reduced their turnover down to threepercent. They really got their folks engaged.Theres a lot of really cultural goodness you can get from it. Quitehonestly if youre the owner of the business or if youre amanager you dont want to be the one that has to do everythingand decide every single thing. You want those self-organizingteams that will be able to solve problems and fix things and comeup with great ideas of their own. Thats really what AI gives you,is that infrastructure to be able to do that.Joe: Now what are you doing right now? Are you practicingAppreciative Inquiry? Are you still doing the Lean Six Sigmaorganizational things? Appreciative Inquiry for Continuous Improvement Copyright Business901
  15. 15. Business901 Podcast TranscriptionImplementing Lean Marketing SystemsAnkit: I do both actually. I look at primarily small businessesand some health care industries, but primarily small businesses,and taking a look at both strategy and process improvement.What Ive really noticed I really like to do is apply theAppreciative Inquiry with that. What I find is that by integratingthe Appreciative Inquiry approach, you really get a lot of driveand a lot of cultural improvements for small businesses that youwouldnt necessarily have. For instance, with one company that Iworked with, the IT recruiting firm again, they were stagnating ataround $3 million revenue a year. Just by doing a simpleAppreciative Inquiry Approach, getting them energized, and goingthrough a simple Hoshin plan, we were able to double that. Thetrick was, some people might say, "Well, the Hoshin plan wouldhave gotten you there anyways."Maybe, but what Ive noticed was that the folks were able tosustain those changes. Thats why I really like that AI being putin there. But to answer your question, its not just AI. I use it aslead and a frame most of my discussions I have and most of myapproaches. But its not the end-all be-all. Its definitely more anenhancer to whats already out there.Joe: You talk about using AI at the beginning. Then you give itcredit for sustaining things. Can you tie those two together forme?Ankit: Really where sustain comes in is that the folks, becauseof this approach, become energized and you start getting the pullfor these changes. Instead of the changes being pushed down tofolks saying, "Youre going to change. Youre going to do this,"theyre saying, "Well, we want to change ourselves." Once youget that level of buy-in, then your probability to sustain goes upreally high. Thats really why I like this approach because it doesget people engaged. If the management team can use thatenergy correctly, sustaining happens pretty much every time for Appreciative Inquiry for Continuous Improvement Copyright Business901
  16. 16. Business901 Podcast TranscriptionImplementing Lean Marketing Systemsat least a year. Ive seen that track folks, that theyll sustainchanges made.Joe: Is there anything youd like to add to the podcast about AIor maybe on the relationship to continuous improvement that Ididnt ask?Ankit: I think the biggest thing is that so many times ascontinuous improvement practitioners we focus in on whatsbroke and whats wrong. We dont look at how that necessarilyaffects the people side of things. You go into meeting sometimes,and you feel like youre getting beat down. AI, like I said, is agreat way to get the information and get the results you needwithout having you feel like its a beat down. If anyone has anyquestions on this, please feel free to reach out. If you have anyquestions on where to get started, Id more than happy to help.Joe: How can someone get a hold of you then?Ankit: They can go to my website to contact me,TheLeanWayConsulting.com. Or you can actually send me anemail. Its ankit@theLeanwayConsulting.com.Joe: Thank you very much Ankit. I appreciated the time. I thinkyou gave a great explanation of AI and how its used…Ankit: Thanks, Joe. Appreciative Inquiry for Continuous Improvement Copyright Business901
  17. 17. Business901 Podcast TranscriptionImplementing Lean Marketing Systems Joseph T. Dager Lean Marketing Systems Ph: 260-438-0411 Fax: 260-818-2022 Email: jtdager@business901.com Web/Blog: http://www.business901.com Twitter: @business901 What others say: In the past 20 years, Joe and I have collaborated on many difficult issues. Joes ability to combine his expertisewith "out of the box" thinking is unsurpassed. He has alwaysdelivered quickly, cost effectively and with ingenuity. A brilliantmind that is always a pleasure to work with." James R.Joe Dager is President of Business901, a progressive companyproviding direction in areas such as Lean Marketing, ProductMarketing, Product Launches and Re-Launches. As a LeanSix Sigma Black Belt, Business901 provides and implementsmarketing, project and performance planning methodologies insmall businesses. The simplicity of a single flexible model willcreate clarity for your staff and as a result better execution. Mygoal is to allow you spend your time on the need versus theplan.An example of how we may work: Business901 could startwith a consulting style utilizing an individual from yourorganization or a virtual assistance that is well versed in ourprinciples. We have capabilities to plug virtually anymarketing function into your process immediately. Asproficiencies develop, Business901 moves into a coach’s rolesupporting the process as needed. The goal of implementing asystem is that the processes will become a habit and not anevent. Business901 Podcast Opportunity Expert Status Appreciative Inquiry for Continuous Improvement Copyright Business901

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