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THE LEAN
TRANSFORMATION
3 SUCCESS KEYS
Essence-Leadership, François Durnez,
Sept 15
Lean	
  Transformations	
  results	
  
after	
  3	
  years
2	
  %	
  OK
24	
  %	
  <	
  
expec-­‐
tations
74	
  %	
  with	
  
zero	
  gains
Business	
  Programs	
  versus	
  
expectations
Jeffrey Liker, Mike Rother :
Why Lean Program Fail ?
2007
Gartner Survey Shows
Why Projects Fail
June 2012
20-­‐25	
  %	
  OK
75-­‐80	
  %	
  NOK	
  
Budget	
  and	
  
schedule	
  
exceeding	
  more	
  
than	
  100%	
  
average
2
LEAN	
  TRANSFORMATIONS	
  FAIL	
  IN	
  MAJORITY	
  
Transformations	
  target	
  deep	
  cultural	
  changes
All Rights Reserved www.Essence-Leadership.com©
Clear Vision & clear objectives aligned to strategy
Top Management walk the talk role model
Goals measured easily & visible, everywhere
100%
Lack of right skills and roles scopes at the right level
90%80%70%
Gains vs risks/losses/investment ratio motivating
Lack of employee’s engagement
Pragmatic program linked to real shopfloor issues
1-­‐	
  Is	
  your	
  vision	
  clear	
  +	
  passion	
  ?	
  
2-­‐	
  Are	
  you	
  embodying	
  the	
  vision	
  ?	
  
3-­‐	
  Do	
  you	
  measure	
  your	
  goals	
  ?	
  
4-­‐	
  Do	
  you	
  have	
  the	
  right	
  skills	
  ?	
  
5-­‐	
  Is	
  this	
  solving	
  your	
  real	
  issues	
  ?	
  
6-­‐	
  Do	
  results	
  worth	
  sacrifice/effort	
  ?	
  
7-­‐	
  Are	
  you	
  really	
  actions	
  engaged	
  ?
The	
  7	
  keys	
  to	
  succeed	
  in	
  Inspired	
  
Leadership	
  
3
MAIN	
  FAILURES	
  ROOTCAUSES	
  
A	
  need	
  to	
  make	
  3	
  levels	
  consistency…
All Rights Reserved www.Essence-Leadership.com©
97%
of people do not
know values/vision
87%
of employees
are not engaged
70%
of transformation
projects do not
reach their initial
goals
QUALITY
PERFOMANCE
COSTS
RISKS
The lack of
CONSISTENCY
between:
• Vision &
Goals,
• Relations &
Leadership,
• Actions &
Operations
is the main reason
of failure of both
operational
activities and
transformation
projects
44
THE	
  ENGAGEMENT	
  AT	
  THE	
  HEART	
  
Consistency	
  between	
  3	
  keys	
  drives	
  success
All Rights Reserved www.Essence-Leadership.com©
VISION
WHERE ?
STRATEGY
WHY ?
RELATION
WITH WHOM ?
ORGANIZATION
HOW ?
EVOLUTION
HOW MANY ?
ACTION
WHAT ?
COMBINING	
  THE	
  3	
  CENTERS	
  6	
  KEYS	
  AT	
  ALL	
  LEVELS	
  TO	
  
SUCCEED	
  IN	
  STEERING	
  &	
  TRANSFORMING
5All Rights Reserved www.Essence-Leadership.com©
Build an INSPIRING
roadmap combining
vision, strategy for
break down in right
tactic and goals
Reveal a unique
LEADERSHIP with
authentic & efficient
relationships for a
higher contribution
Focus on cross-
functional KEY
PRIORITIES in link
with the organization
orientation
STRATEGY
ORGANIZATION
ACTION
VISION
RELATION
EVOLUTION
6
THE	
  ONLY	
  WAY	
  TO	
  SUCCEED	
  REQUIRES	
  TO	
  
CONSISTENTLY	
  INTERLACE	
  AND	
  CONNECT	
  3	
  LEVELS	
  
ORIENTATION
MANAGEMENT
OPERATIONS
All Rights Reserved www.Essence-Leadership.com©
ASSESSMENT & INITIATION
Cultural & Performance
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
PILOT WORKSHOPS
STEERING & LINKING
COORDINATION
WORKSHOPS AND DAILY
ANTICIPATION & EVOLUTION
ORGANI-
ZATION
RELATION
ORGANI-
ZATION
RELATION
STRA-
TEGY
VISION STRA-
TEGY
VISION
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
EVOLUTIONACTION
ORGANI-
ZATION
RELATION
7
THE	
  VIRAL	
  ORGANIC	
  TRANSFORMATION	
  DEPLOYS	
  
PROGRESSIVE	
  INTERCONNECTED	
  3	
  LEVELS	
  STEPS
ORIENTATION
MANAGEMENT
OPERATIONS
All Rights Reserved www.Essence-Leadership.com©
STRATEGY
Be Profitable Serve Customers
The breakdown of these
elements guides to key objectives
to be achieved by the corporation
VISION
8
THE	
  ORIENTATION	
  LEVEL	
  INTEGRATES	
  THE	
  VISION	
  
WITH	
  THE	
  VISUAL	
  AND	
  FLUID	
  FLOWDOWN	
  
Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
A financial and critical
KPI driven allows to:
• Steer main stakes
• Break down by level
A visual and inspiring
vision drives to:
• Engage all teams
• Contribute higher
All Rights Reserved www.Essence-Leadership.com©
Alerts
Systems
Management
Loops & Rituals
Activities
Objectives
Business Exec.
Unit Director
Manager
Team Leader
Goals
Means
Goals
Means
Goals
Means
Goals
Means
• Leadership & Team Charta
• Decision & Sharing Rules
• Delegation & Trust Rules
RELATIONORGANIZATION
9
Ambition Market / Customer Study
PositionningStrategy
Financial Goals
Investments
THE	
  MANAGEMENT	
  COORDINATES	
  THE	
  VARIOUS	
  
ENTITIES-­‐ORGANS	
  USEFULNESS	
  BEST	
  ARTICULATION
Organization structure for
activities efficiency and
talents best growth
All Rights Reserved www.Essence-Leadership.com©
THE	
  OPERATION	
  OPERATES	
  SIMULTANEOUSLY	
  
EXECUTION	
  &	
  CONTINUOUS	
  IMPROVEMENT
EVOLUTIONACTION
Step
Step
Continuous
Improvement
Daily challenges
Daily challenges
Daily challenges
Major issue/action
Major issue/action
Continuous
Improvement
Continuous
Improvement
10
A manager and leader role in a team requires to combine both sides:
RUN
EXECUTE
PRODUCE
DELIVER
IMPROVE
CAPITALIZE
GROW
INNOVATE
All Rights Reserved www.Essence-Leadership.com©
LEAN	
  TRANSFORMATION	
  COMBINES	
  
BOTH	
  ORGANIZATION	
  AND	
  HUMAN	
  EXCELLENCES
« The key of successful companies stands at the
intersection of Science and Art », Steve Jobs
1
The Science of
Performance
Integrated management
system governance:
Risks, Quality, Finance,
HR, Innovation…
Transformation
programs: Performance,
Lean, World Class…
Project and program
management
The Art of
Leadership
Worldwide leaders
best practices
modeling
Neurosciences
neuronal success
patterns
Emotional intelligence
and personality types
behaviors mastery
All Rights Reserved www.Essence-Leadership.com©
Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION
12
LET’S	
  KEEP	
  IN	
  TOUCH
http://www.essence-leadership.com/blog
All Rights Reserved www.Essence-Leadership.com©

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The 3 keys to your Lean Organizational Transformation Success

  • 1. THE LEAN TRANSFORMATION 3 SUCCESS KEYS Essence-Leadership, François Durnez, Sept 15
  • 2. Lean  Transformations  results   after  3  years 2  %  OK 24  %  <   expec-­‐ tations 74  %  with   zero  gains Business  Programs  versus   expectations Jeffrey Liker, Mike Rother : Why Lean Program Fail ? 2007 Gartner Survey Shows Why Projects Fail June 2012 20-­‐25  %  OK 75-­‐80  %  NOK   Budget  and   schedule   exceeding  more   than  100%   average 2 LEAN  TRANSFORMATIONS  FAIL  IN  MAJORITY   Transformations  target  deep  cultural  changes All Rights Reserved www.Essence-Leadership.com©
  • 3. Clear Vision & clear objectives aligned to strategy Top Management walk the talk role model Goals measured easily & visible, everywhere 100% Lack of right skills and roles scopes at the right level 90%80%70% Gains vs risks/losses/investment ratio motivating Lack of employee’s engagement Pragmatic program linked to real shopfloor issues 1-­‐  Is  your  vision  clear  +  passion  ?   2-­‐  Are  you  embodying  the  vision  ?   3-­‐  Do  you  measure  your  goals  ?   4-­‐  Do  you  have  the  right  skills  ?   5-­‐  Is  this  solving  your  real  issues  ?   6-­‐  Do  results  worth  sacrifice/effort  ?   7-­‐  Are  you  really  actions  engaged  ? The  7  keys  to  succeed  in  Inspired   Leadership   3 MAIN  FAILURES  ROOTCAUSES   A  need  to  make  3  levels  consistency… All Rights Reserved www.Essence-Leadership.com©
  • 4. 97% of people do not know values/vision 87% of employees are not engaged 70% of transformation projects do not reach their initial goals QUALITY PERFOMANCE COSTS RISKS The lack of CONSISTENCY between: • Vision & Goals, • Relations & Leadership, • Actions & Operations is the main reason of failure of both operational activities and transformation projects 44 THE  ENGAGEMENT  AT  THE  HEART   Consistency  between  3  keys  drives  success All Rights Reserved www.Essence-Leadership.com©
  • 5. VISION WHERE ? STRATEGY WHY ? RELATION WITH WHOM ? ORGANIZATION HOW ? EVOLUTION HOW MANY ? ACTION WHAT ? COMBINING  THE  3  CENTERS  6  KEYS  AT  ALL  LEVELS  TO   SUCCEED  IN  STEERING  &  TRANSFORMING 5All Rights Reserved www.Essence-Leadership.com©
  • 6. Build an INSPIRING roadmap combining vision, strategy for break down in right tactic and goals Reveal a unique LEADERSHIP with authentic & efficient relationships for a higher contribution Focus on cross- functional KEY PRIORITIES in link with the organization orientation STRATEGY ORGANIZATION ACTION VISION RELATION EVOLUTION 6 THE  ONLY  WAY  TO  SUCCEED  REQUIRES  TO   CONSISTENTLY  INTERLACE  AND  CONNECT  3  LEVELS   ORIENTATION MANAGEMENT OPERATIONS All Rights Reserved www.Essence-Leadership.com©
  • 7. ASSESSMENT & INITIATION Cultural & Performance EVOLUTIONACTION ORGANI- ZATION RELATION PILOT WORKSHOPS STEERING & LINKING COORDINATION WORKSHOPS AND DAILY ANTICIPATION & EVOLUTION ORGANI- ZATION RELATION ORGANI- ZATION RELATION STRA- TEGY VISION STRA- TEGY VISION EVOLUTIONACTION ORGANI- ZATION RELATION EVOLUTIONACTION ORGANI- ZATION RELATION 7 THE  VIRAL  ORGANIC  TRANSFORMATION  DEPLOYS   PROGRESSIVE  INTERCONNECTED  3  LEVELS  STEPS ORIENTATION MANAGEMENT OPERATIONS All Rights Reserved www.Essence-Leadership.com©
  • 8. STRATEGY Be Profitable Serve Customers The breakdown of these elements guides to key objectives to be achieved by the corporation VISION 8 THE  ORIENTATION  LEVEL  INTEGRATES  THE  VISION   WITH  THE  VISUAL  AND  FLUID  FLOWDOWN   Ambition Market / Customer Study PositionningStrategy Financial Goals Investments A financial and critical KPI driven allows to: • Steer main stakes • Break down by level A visual and inspiring vision drives to: • Engage all teams • Contribute higher All Rights Reserved www.Essence-Leadership.com©
  • 9. Alerts Systems Management Loops & Rituals Activities Objectives Business Exec. Unit Director Manager Team Leader Goals Means Goals Means Goals Means Goals Means • Leadership & Team Charta • Decision & Sharing Rules • Delegation & Trust Rules RELATIONORGANIZATION 9 Ambition Market / Customer Study PositionningStrategy Financial Goals Investments THE  MANAGEMENT  COORDINATES  THE  VARIOUS   ENTITIES-­‐ORGANS  USEFULNESS  BEST  ARTICULATION Organization structure for activities efficiency and talents best growth All Rights Reserved www.Essence-Leadership.com©
  • 10. THE  OPERATION  OPERATES  SIMULTANEOUSLY   EXECUTION  &  CONTINUOUS  IMPROVEMENT EVOLUTIONACTION Step Step Continuous Improvement Daily challenges Daily challenges Daily challenges Major issue/action Major issue/action Continuous Improvement Continuous Improvement 10 A manager and leader role in a team requires to combine both sides: RUN EXECUTE PRODUCE DELIVER IMPROVE CAPITALIZE GROW INNOVATE All Rights Reserved www.Essence-Leadership.com©
  • 11. LEAN  TRANSFORMATION  COMBINES   BOTH  ORGANIZATION  AND  HUMAN  EXCELLENCES « The key of successful companies stands at the intersection of Science and Art », Steve Jobs 1 The Science of Performance Integrated management system governance: Risks, Quality, Finance, HR, Innovation… Transformation programs: Performance, Lean, World Class… Project and program management The Art of Leadership Worldwide leaders best practices modeling Neurosciences neuronal success patterns Emotional intelligence and personality types behaviors mastery All Rights Reserved www.Essence-Leadership.com©
  • 12. Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION 12 LET’S  KEEP  IN  TOUCH http://www.essence-leadership.com/blog All Rights Reserved www.Essence-Leadership.com©