For many years, I have been teaching, speaking and writing about organisational transformation, and what I have learned is that even when it is relatively simple to get buy-in for new ideas and concepts, many companies get stuck in the weeds of process.
Manufacturing, the birthplace of Lean, has contributed a great deal to the ideas of flow, just-in-time processes, respect for people and shaping a management system that now dominates much of the manufacturing world.
Does Business Agility need Agile or Vice Versa?
Getting the answer right is critical if you want to create an organisation that has sustainable business agility and adaptability or to take your organisation to even greater heights.
It may be doubtful that the former NBA player Michael Jordan is interested in business transformation. However, an aphorism of his for basketball seems highly relevant to explaining why some organisations fail to achieve their goals and why some do. He said, "Some people want it to happen. Some people wish it to happen. Others make it happen."
Happy holidays from Lloyd Parry Adaptive Business Consulting. We've had a fantastic year and some of the highlights have included presenting at the Business Agility Conference in Vienna and Agile Prague, attending the 1st Learning Lean Summit in Chester, and serving as a head judge at the UK Business Awards.
Business Agility is the buzzphrase heard in many organisations today. It has a different meaning to what most people assume, and more importantly, it simply is not Agile scaled-up.
Most traditional improvement tools and strategies are frequently ineffective and in many cases are applied for the wrong reasons. This isn't to say, however, that you have to reinvent the wheel in order to be adaptive. Many tools, when used in an adaptive business strategy - such as Business Agility, Lean, and Agile, can help you unlock entirely new capabilities and equip your workforce with the abilities it needs to face new demands, head-on. You must diagnose your business, make a prognosis, and create a work-climate that quickly adapts if your business is going to thrive.
The Agile Coaching Exchange (ACE) was established in 2012 and is a meet up group for Agile practitioners in the greater London area, and it features some of the best and most creative speakers, thinkers and doers the community offers. Stephen is delighted to be speaking to the group on Wednesday, the 23rd of October, in London. Creating organisations that work for Lean and Agile thinking people is the theme of his talk.
It is amusing that numerous Lean experts cite the McDonald's fast-food system as a Lean system when in fact it is an excellent mass-production system. It does not even qualify as fake Lean, because it is not trying to pass itself off as Lean. Rather, it is the confusion in the minds of the so-called Lean experts. So, what are they getting confused about? Most likely it is about the concept of on-demand, flow and standardisation.
Traditionally, technologists sat behind an organisation’s IT department walls. When they delivered technology to the designated specification, they considered their job done. Lean, in its pure form, changed this entirely, and its legacy, can be felt in current change methods that recognise the importance of front-line staff and their engagement with customers.