The cross-role cross-organizational improvement team has unique access to both systemic and local realities. It will succeed with the right conditions for teamwork:
We support your organizational design with 25+ years of experience, before and after the Agile movement.
A stable team with Power and Wisdom leads the improvement work. Business decision-makers learn about the diverse front-line realities, and improvement owners get sponsoring.
Pressure and everyday pain motivate short-term improvement. Deliberate decisions are needed for long-term important topics.
The Wisdom comes from long-term strategy, Lean A3, and Agile experiments with real work. The small steps immediately realize a small piece of the long-term vision.
Start small and serious. Experiment with us facilitating one retrospective and coaching the follow-up work.
The retrospective is an established Agile practice to Dream and Think together. It invites everyone to participate and influence.
Retrospectives shape the culture. Managers and workers can equally express their views and be heard. The organizational culture is observable in the room and can be reflected.
Behavioral agreements and obvious improvements are made within the retrospective. Wicked systemic problems, however, can not be solved in one workshop.
The retrospective selects the Biggest Pain that we want to solve with the Lean A3 method. Turbulent organizations need emphasis on experiments and local change leadership.
Please enquire about facilitation and training for retrospectives and improvement work.
In large organizations, the Improvement Community acts as the source of local knowledge and an amplifier for systemic change. It's members are the competent and credible local coaches, leading the local adaptation, and being available on the spot when confusion appears.
The community is a parallel learning organization - a sandbox for growing teamwork, leaders, and new leadership culture.
When the critical mass (usually 10-20%) of the population has been onboarded by rigorous training and coaching, the culture has changed. For smaller units, it is best to educate everyone.
As the small first step, please invite us to share our experiences in transforming large organizations.
Day 1: Teamwork fundamentals
We start by learning and practicing Teamwork because it is essential for both the organization and this team of change leaders.
Day2: Organizational design and improvement
Working with real Pain gives focus and meaning to learning the theories.
Carry out experiments, supported by coaching.
Day 3: Continue organizational design and improvement
Day 4: Teamwork and Leadership
Reflecting on the internal dynamics of the training group and own leadership happens best when the team has matured.
Day 5: Celebrate (1/2 day)