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Turning Reflection into Action using the Lean Process of CAP-Do

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The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.

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Turning Reflection into Action using the Lean Process of CAP-Do

  1. 1. The Reflection Cycle CAP-Do Check - Act - Plan – Do - popularized by Brian Joiner and Yoji Akao How to Reflect Applying CAP-Do develops deeper perception of customers and experiences they should have with us. We combine the CAP-Do with C. Otto Scharmer’swork captured in the book, Theory U: Leading from the Future as It Emerges. Do: Co-evolving: embody the new in ecosystems that facilitate acting from the whole. Check: Co-initiating: uncover common intent stop and listen to others ACT: Co-sensing: observe and connect with people and places to sense the system from the whole It is the collective thought and how we develop that in our interactions. This is what makes Lean powerful. The CAP-Do cycle symbolizes this process. Lean Engagement teams face new challenges that are solved by collective thought. This collective thinking needs to be done internally, externally and across organizations. It will not come naturally and needs to be created and learned. Learning by reflecting on the experiences of the past Learning from the future as it emerges Check Act Plan Do Plan: Co-creating: prototype the new in living examples to explore the future by doing Presencing: connect to the source of inspiration and will go to the place of silence and allow inner knowing to emerge. Theory U calls for a Pause (Presencing). In Lean terms, it is a state of reflection or Hansei The Theory U, when applied to the CAP-Do cycle, does a remarkable job of explaining the shift required from internal thinking as an organization and moving to collective/external thinking. Scharmer calls this link the field structure of attention. In Lean we may think of it as a sophisticated form of catchball. Check Act Plan Do Reflection to Action Focus Question(s): The question to be answered by the research/experiment. Catchball Check (Study) · List what we are presently doing – Why, What, How · Review organizational structural forces · List what we are certain and uncertain about · Value Chain Analysis: assess the current value chain Act (Adjust) · Confirm with Customers key certainties & uncertainties · Go to Gemba for planning. · Write stories with customers of existing/future events/scenarios Pause (Presencing) · Are the stories clear, concise and relevant? · The stories created in Check match with stories in Act (Divergent views are important) · Isolate and group key assumptions Plan · Decide what to: Stop, Continue, Start, Do Different · Visualization: use imagery to envision possible future conditions · Concept Development: assemble innovative elements that can be explored and evaluated Do (Enact our Decision) · Stop what we don’t want to do · Create Standard Work for what not to change (SDCA) · Create Hypothesis for what to change (PDCA) · Create Plan to start something new (EDCA) ExplorationStandards Hypothesis Marketing Action Research Marketing Action Research is a process of moving from reflection of past & current experiences, our standards, to one of hypothesizing and exploration with our customers/prospects. It is not an attempt to learn about them. It is about learning with them. Contact Business901 to learn more about the upcoming Lean Marketing Lab program: Conducting Marketing Action Research https://business901.com Attribution is appreciated when sharing

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