Although Lean is often now (mis-) conceived simply as a means to cut costs - and eliminate jobs - the origins of Lean thinking involved great respect for people and the teams in which they work

1. Leadership Lessons from Lean-
Valuing People in Teams
Scott Downs – VP Enterprise Agility Advisory

2. Although Lean is often now (mis-) conceived simply as a
means to cut costs
- and eliminate jobs -
the origins of Lean thinking involved great respect for
people and the teams in which they work

3. Our prevailing system of management has destroyed our
people. The greatest waste … is failure to use the
abilities of people…to learn about their frustrations and
about the contributions that they are eager to make.
People are born with intrinsic motivation, self-respect,
dignity, curiosity to learn, joy in learning.
- W. Edwards Deming

4. We firmly believe that we need to value our workers so
much that every single one of them feels part of the
management of the company and an active participant in
everyday business.
- Fujio Cho, Toyota Chairman

5. The Toyota style is not to create results by working
hard. It is a system that says there is no limit to
people's creativity. People don't go to Toyota to 'work'
they go there to 'think'.
- Taiichi Ohno

6. Go see, ask why, show respect
- Fujio Cho, Toyota Chairman
No useful improvement was ever invented at a desk.
- Taiichi Ohno

7. To the original Lean leaders, capturing learning and
innovation required creating special containers for team
learning - defined by the special Japanese concept of
“ba” …

8. Ba can be thought of as a shared space for emerging
relationships. ... Ba provides a platform for advancing
individual and/or collective knowledge. It is from such a
platform that a transcendental perspective integrates all
information needed. Ba may also be thought of as the
recognition of the self in all.”
- Ikujiiro Nonaka and Noburo Konno

9. Recent theories and research on collective intelligence
have demonstrated the power of these co-creative
containers.
If your goal is innovation, then your role must instead be
to create an environment—a setting, a context, an
organization—where people are willing and able to do
the hard work of innovation themselves: to collaborate,
learn through trial and error, and make integrated
decisions.
- Linda Hill, Harvard Business School

10. Our work with the Temenos Effect is all about calling
forward safe, creative containers where people bring to
life their true personal and collective vision.

11. The Temenos Effect Gathering
2 Nov- 5 Nov
Bengaluru, India
https://www.visiontemenos.com/gatherings
We invite you to join us in the dance of discovering
personal and shared vision together.

12. The TrustTemenos Effect
Gathering
20-22 October
Frankfurt, Germany
https://www.visiontemenos.com/gatherings
We invite you to join us in the dance of discovering
personal and shared vision together.

13. Interested in Lean-Agile leadership?
Contact us!
We have many resources to share…
And we would love to hear your stories.
scott@visiontemenos.com