Solving The Transformation Puzzle.
Transformation requires significant change. The goal of transformation is to achieve substantial competitive advantage and to begin working today toward securing a successful future. Not just a few things must change to transform an enterprise, but many things must change. With many of our clients we help facilitate transformation by developing and aligning initiatives in the areas of Strategy, Lean and Culture change. Much like a three-legged stool, a transformation cannot be achieved through any one focus alone, rather Strategy, Lean and Culture change collectively represent a robust and holistic approach to transformation.

The Pieces. It’s important that each of us understand what the pieces of this transformation puzzle are and how they fit together.
• Strategy. Strategy development is predominately an outward (customers, markets & competition) and future oriented process that results in the definition of future business focus areas and the deployment of long-term goals. For transformation to occur, there must be clear goals, clear intentions and clear focus.
• Lean. Compared to strategy, Lean is a more inwardly focused on an organizations work systems. Becoming Lean means building the capability to work smarter; focusing on customer value, eliminating waste and learning to use space and time (speed) to ones competitive advantage. For transformation to occur leaders must take steps to re-align, change and improve our work processes and methods.
• Culture. Compared to strategy, Culture change is more inwardly focused on an organizations human “systems”; those enduring ways of thinking and behaving at work that characterize “who we are and how we’ve done things”. Culture, unless acted upon, is often shaped slowly by the past. For transformation to occur we must understand and act upon the culture, taking steps to align and change the culture with the future in mind.

The Puzzle. Many organizations spend time and resources to address and hone their strategic viability. Many organizations spend time and resources to work smarter and improve their work systems and processes. Many organizations spend time and resources cultivating a healthy work culture. Yet few organizations achieve transformation because few organizations tie all three elements together.



Strategy without Lean or Culture change results in frustration because the organization has neither the capability or desire to change. Lean without Strategy results in aimless tactical improvements where people take risks to improve processes without meaningful net results for the company or its customers. Lean without Culture change cannot be sustained and often places too much trust in the tools and not enough in the people who do the work— people make change, tools don’t.

We must all remember that transformation does not occur through any one initiative or program. Rather, Strategy, Lean and Culture change efforts should be approached as three integrated and powerfully complimentary approaches to transformation.