Path to Continuous Improvement Culture

Agile Retrospectives

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 are too difficult to be solved in one meeting. For those, the retrospective selects the Biggest Pain for further analysis.

Power and Wisdom in the same room

A long-lasting team with Power and Wisdom leads the improvement work. The executives learn about the diverse front-line realities, and improvement owners get sponsoring.

The Wisdom comes from Agile experiments with real work, and including relevant parties in thinking with the Lean A3 method.

Start small and serious. This is a safe experiment.

Demonstrate better thinking than anyone else

... or someone comes and tells you what to do.

The cross-role cross-organizational improvement team has unique access to both systemic and local realities. Teamwork creates the best possible results when it has the right conditions:

  • Right people: Volunteers from the informal network of the influential key players who currently know and run the system.
  • Supporting organizational context: Authorization, time, priority, ...
  • The best external education: It will be difficult. We don't want to repeat the same old stuff.
  • Clear, challenging, consequential goal: Create better thinking than anyone else, tested by experiments and feedback.

Community and culture

In large organizations, the Improvement Community acts as the source of local knowledge and an amplifier for systemic change. They are the competent and credible local coaches, leading the local improvement, 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.

Grow Improvement Magicians

the wide picture
onboarding example

More information

Please enquire for a brief meeting to explore your improvement journey.