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Management

Integrate Lean into the Agile organization

Lean also known as Lean thinking is an Agile philosophy that is becoming increasingly popular in organizations today. But how do we introduce Lean into our so-called Agile organization?

Depending on the size of the organization, one starts first from the lowest rung, which is generally always overlooked and not particularly looked at. However, it is the most massive, and the differences there are felt most strongly – be it positive or negative.

After checking with examples and tests whether a given model or idea works, appeals to employees, and is effective, saving time, effort, and even money, it is shown to the average management as the “discovery”. In many cases, people there will already be aware of the problems, weaknesses, and things that want to change, but for one reason or another have not acted to improve. It is important for these people to understand the fundamental benefits of these improvements and that they do not aim to expose anyone or anything. Reference: “Lean training and integration in organizations“, https://stc-montreal.org/lean-training-and-integration-in-organizations/

In case of a positive response from them, they move to the top management and from there to the board of directors.
Things are not so simple there, because there are often values ​​and many other hidden reasons why this is the case and not the other way around. As it is known, Lean thinking is a business idea aimed at increasing the business value and well-being of the organization as a whole, and it is accompanied by non-standard approaches and considerations. Reference: “Strategy for Lean Thinking and Learning in Organizations”, https://customessaysonline.net/strategy-for-lean-thinking/

So it’s good to explain this to top management so that they see it as brainstorming, not that someone is trying to impose something new on them and convince them of something different.

Beliefs, analysis, and facts do not help here, because they feel as if you are showing them how wrong everything has been so far – it is not constructive. Therefore, it is better to show first the benefits of the current governance and leadership and to identify the obvious weaknesses. It is there that it shows how there is a solution to the shortcomings and with already real examples from the lower floors and even from the first step – the table – it is demonstrated how it is already successfully applied. Here you can now compare some before-after numbers and predict possible success. eference: “Lean integration in organizations – a real example“, https://mstsnl.net/lean-integration-in-organizations-example/

Lean, Agile, and Scrum

Lean thinking is even more abstract than Agile and Scrum in general because it requires a philosophical, moral, and ethical point of view and opinion that not every individual has. It is no coincidence that Toyota has called sensei and sages to support people’s thinking and thinking. Of course, we can’t compare ourselves to Japanese culture, because the whole nation has radically different values, qualities, morals, and culture, but this would be a good opportunity to learn from a good source and take the first step in Lean.

The main problem would be a lack of understanding of this type of thinking and worldview, which is in contrast to that of most people in the West. As well as unwillingness to accept something different. Or worse: reluctance to admit one’s mistakes, take responsibility, criticize oneself and be open to the new.

There is almost no solution to something so global, large-scale, and indescribable. In this case, luck would play a bigger role – luck whether these high-ranking officials deserve their place there and can demonstrate true leadership qualities and wisdom, or simply – luck, people are strongly influenced by culture and ethnicity, so there is no one and how to change their thinking.
In both cases – Lean is in action – because Lean accepts, allows, appreciates, and respects everything. There is no right or wrong – there are only specific interests and different points of view.