Answer five key questions about organizational change
Gather information and insights about lean transformation, and what system and leadership behaviors support this new way of thinking; learn about a lean transformation model and get started on a framework to guide your organization’s transformation; understand the basic elements of organizational change and seek answers to related key questions.
Understand the five basic dimensions of organizational change and address key questions associated with each dimension. These questions include, what is our purpose, and what value to create or what situational problem are we trying to solve? How are we improving the actual work? How are we developing capability? What meaningful system and leadership behaviors are required to support the new way of working? What basic thinking, mindset or assumptions underline this transformation? These questions apply at the macro enterprise level and at the level of individual responsibility. Understand how transformation is driven by basic principles and a framework, while avoiding the hazard of inflexibly prescribing solutions. Gain insights about crucial elements of a lean organization and the lean transformation model (LTM), and then reflect on related issues in your organization. Begin to create a framework to guide your organization’s transformation. Through instruction, small-group discussions and exercises, examine the components of the lean transformation model and learn from examples about how it is applied.
Lean Enterprise Institute Inc. (LEI) is a 501(c)(3) nonprofit organization based in Cambridge, MA. Its mission is to make things better through lean thinking and practice, creating more value and prosperity while consuming the fewest possible resources. Founded in 1997 by management expert James P. Womack, PhD, LEI conducts research, teaches educational workshops, publishes books and ebooks, runs conferences and shares information about lean thinking and practice.
Josh Howell is a senior coach at the Lean Enterprise Institute (LEI). He supports LEI’s Co-Learning Partners program, develops onsite and public workshops and conducts research about lean business system implementation. He practices “going to see” and asking questions to develop clients’ problem-solving skills. During nine years at Starbucks, Howell was a primary architect and implementer of a lean operating system. He holds a bachelor’s degree in finance from the University of Notre Dame.
