All teams are interconnected throughout the organization and follow the overarching organizational strategy. The Obeya representation outlines this strategy with important cases that can be discussed. Teams continuously improve themselves and their capabilities through respect and development. Meetings are held with discipline and preparation to effectively discuss topics and progress. Problems are solved through visualization and understanding the system to prevent assumptions.

1. M A X I M U M O F H U M A N L E A D E R S H I P P O T E N T I A L U S E
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2. WAT
AAN
DE
MUUR
HANGT
All teams are interconnected; top-down, bottom-up, throughout the
whole organization and it's core processes. Following this chain of teams,
clearly outlines the red thread of the organizational strategy. In every
Obeya there's a representation of this parent strategy. All teams are
connected by well-timed dialogues. Important cases can easily be
transported from the workplace on to the board table.
By respecting ourselves and each other, we continuously develop ourselves
individually and as a team, in order to grow our capabilities in overcoming
obstacles. We are consciously working on our development by adapting new
ways of thinking and acting.
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We make sure to have the right meeting at the right time, to keep our finetuning
and reactive capacity high. Meanwhile, we stay focused on the bigger picture.
Our meetings get more effective by the day, because we discuss the right
subjects at the right time. By showing up disciplined and well prepared for every
meeting, working with the Obeya becomes more effective over time. This way we
save ourselves some valuable hours.
Always on the lookout for ways to improve our workflow. Continuous
improvement isn't something we just talk about. You will find it in our
daily activities, way of thinking and in the results hanging on the wall in
the Obeya.
By making all important information visually approachable, we make use of our
strongest sense. This aids effective finetuning and mutual understanding. In this
way we try to prevent assumptions and thinking errors. By visualizing problems,
we come to better insights.
To learn from daily reality, we are going to take a look where it all
happens. This way, we immediately see the impact of our policies. A great
way to avoid discussion and bad policy decision-making, which are solely
based on assumptions.
The functioning of our organization as a system is influenced by a variety of
aspects. These aspects are closely linked to one another. We make all aspects
insightful, to understand how the system works and how it reacts to our
decisions. In the Obeya we assign each aspect to an owner (visually) - every
aspect has its own ‘representative'.
As a team with a common goal, we respect each other and let the Obeya
work for us. We accept the things we do not know, and support each
other in staying focused to avoid thinking errors. We make an effort to
improve our results. We take the time to understand each other and to
reflect on our main actions to get closer and closer towards our strategic
goals.
Where are we headed and what do we
need to get there?
In this area we lay the fundamental
framework for all other activities in the
Obeya. The team’s goal or purpose is
our starting point. Based on that we
determine the necessary capabilities in
order to achieve that goal and start
setting out our strategic course. This
creates a complete overview of
everything that matters to us, allowing
us to identify objectives to work on.
How well are we doing in terms of stuff
that’s important to us?
Now it’s time to identify and to keep
track of progress and performance
towards the strategic direction. Here we
determine indicators that show how
well we are performing. The ambition
levels set by the team us what is going
well and what challenges remain. This
helps us prioritize on the right things.
Key results will be visible here.
What’s our plan to deliver value to our
organization & customers?
Our plan shows what steps we need to
take as a team in order to reach our
goals. Within these steps, we
determine how our scarce means and
people can best be deployed to create
value. Both value for customers
(external) as well as the development
of the organization and team
(internally). The value of our actions
becomes visible through milestones
and smooth workflows in our core
processes.
What tough problems must we work
on?
When an indicator shows that we
consistently fail to reach our ambition
levels, we might have reached the edge
of our knowledge threshold. We
recognize problems that we don’t have
a clear solution to. In solving them, we
want to avoid bias and assumptions.
Therefore, a structured problem-
solving method is used to tackle the
root cause of problems.
How do we address issues that arise
when doing the work?
Working on a plan sounds good, but we
never know what tomorrow might
bring. Therefore, a flexible and
adaptive way of working is key. At this
area the team addresses problems,
requests and new developments that
arise from within the organization. This
may lead to problem resolution, new
policy decisions or actions for the team
to support the teams that are doing
the valuable work.
M A X I M A A L B E N U T T E N V A N M E N S E L I J K L E I D E R S C H A P S P O T E N T I E E L
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Think in systems
& ownership
Visualize shared
context &
problems
Develop people
Rhythm & Routine
Keep improving
Go & see
Cascade & connect
See, learn & act
together

3. OBEYA
MEETINGS
Once every quarter
The team discusses:
• If they are still on the right path
with regards to the purpose or
higher goal
• What the plan looks like for the
upcoming quarter
• How they function as a team
(reflection)
Once every two weeks
The team discusses:
• New insights as to how to expose
performance of key areas of our
organization
• The ambitions they set in relation
to today’s reality
• Identify problems and how to
solve them.
• What they learn while improving
performances.
The Facilitator
The role facilitating effective dialogue by the team during Obeya sessions.
The coaching takes place by fixed routines. It's important that the facilitator does not
mingle in the content of the discussion.
OBEYA
ROLES
The Representative
The person (or persons) that take(s) the lead developing the capabilities and corresponding
indicators on behalf of the team, so that the team improves their performance in the area of
this capability.
The Coach
The coach observes thinking and behavioral aspects of the individuals and the team as
whole.
The coach has the permission to do interventions. To avoid conflict with the work of the
facilitator, the coach must carefully decide what type of intervention is appropriate and
when.
The Senior Leader
The role reporting (on behalf of the team) to a senior leadership level in the organization (if
applicable).
This role implements organizational policy and ensures alignment and execution of
organizational strategy.
Supporting Participants
This goes for large teams (think 10+), where not all team members will be directly involved in
every dialogue in the Obeya. These members do take interest, directly or indirectly, in the
conversations of the Obeya sessions, but not as an active participant. They do not always
have to be present. They can add topics to the agenda, such as problems or requests.
The Team
The team working together in the Obeya to determine the strategic course and make sure
it comes to fruition.
Setting goals together and working towards them. They follow the routines of the Obeya
and take responsibility for continuous improvement of the Obeya and their workflow, to
make it work for them.
Guests
People who are not part of the team and don't participate in Obeya sessions. This could be
someone from an operational team to illustrate a certain problem, or it can be a visitor
wanting to learn more about Obeya sessions. For example, it could be a director, explaining
background of new policy being introduced.
Once/twice a week
Improver & coach discuss:
• If they understand what must be
achieved (the challenge).
• What they learned about the
current situation and where to
improve first
• What experiments to undertake
to get to a better understanding
and improvement of the situation
• Which steps to take next
Once every other two weeks
The team discusses:
• What valuable milestones will be
delivered?
• What are the key steps we must
take to achieve our goals?
• Which problems are hindering
our plan and how do we deal
with them?
• What do we learn whilst walking
down this path together.
Three times a week
The team discusses:
• Problems blocking our planned
actions or daily operations.
• Requests that benefit
performances or clarify policies.
• Policy decisions we have to take
in order to reinforce execution.
• Context that might be worth
sharing.
The Improver
Person inside or outside the team that is actively involved in taking next steps to solve the
‘Tough Problems’. The person will follow a structured problem-solving method such as
Toyota Kata, in which there will be a member of The Team that is the Coach following the
Coaching Kata.
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4. L E A D I N G W I T H O B E Y A Example Obeya: The Bike Factory
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