Lean Agile Transformation

Before vs. After Agile Transformation - What Changed? 1. Project Planning: Long-Term Forecast vs. Iterative Delivery         • Before Agile: Planning was upfront and rigid - Gantt charts, fixed scope, and long timelines. Changes were costly and resisted.         • After Agile: Work is broken into sprints; planning is continuous. Teams adapt quickly to change, and customers see results earlier. Real Outcome: In a telecom OSS migration project, early delivery of MVP (Minimum Viable Product) helped customer care teams begin training months ahead of full deployment. 2. Requirements Gathering: Big Design Upfront vs. Evolving Requirements         • Before Agile: Detailed requirement documents were created and signed off months before development started.         • After Agile: Requirements evolve based on feedback. Epics and user stories are refined continuously. Real Outcome: In a mobility app project, user feedback after the first release led to quick  redesigns that significantly improved customer satisfaction scores (CSAT). 3. Team Collaboration: Siloed Roles vs. Cross-functional Teams         • Before Agile: Developers, testers, and operations worked in silos, causing delays and handover inefficiencies.         • After Agile: Teams are cross-functional, with developers, testers, and even business analysts working together. Real Outcome: In a 5G provisioning system rollout, having network engineers embedded in Agile squads reduced API integration errors by 40%. 4. Delivery Cadence: Big Bang Releases vs. Incremental Releases         • Before Agile: Software was released every 6–12 months, often late and over budget.         • After Agile: Features are delivered incrementally every 2–4 weeks. Real Outcome: A telecom billing platform began delivering usable features every sprint, enabling early revenue assurance testing and customer onboarding ahead of schedule. 5. Risk Management: Reactive vs. Proactive         • Before Agile: Risks were identified too late—usually during testing or post-deployment.         • After Agile: Regular retrospectives and sprint reviews highlight issues early. Real Outcome: A mobile number portability (MNP) system spotted performance bottlenecks during early sprints, leading to proactive scalability solutions before live traffic hit. 6. Customer Involvement: Periodic Check-ins vs. Continuous Feedback         • Before Agile: Customers were involved mainly at the start and end of the project.         • After Agile: Stakeholders join sprint reviews and planning sessions regularly. Real Outcome: A telecom partner portal transformation saw NPS (Net Promoter Score) rise by 25 points due to constant alignment with partners' real-time feedback. Follow Shraddha Sahu for more insights

Agile Transformations Should Be (Wait for It)... Agile Organizations talk about Agile transformations as if there's a finish line. But Agile isn't an achievement; it's a way of working. Our approach to transformation should be Agile too. That means communicating a vision, maintaining a prioritized backlog, organizing around Agile teams, adapting plans, pivoting based on empiricism and learning, and aiming for a series of small successes. Ironically, some organizations treat Agile transformation like a Waterfall project, with fixed milestones and rigid plans. That's a bad sign. A Vision, Not a Checklist A transformation needs a vision. Why Agile? What problems are we solving? Without answers, we're just launching teams and implementing frameworks without purpose. The goal isn't to "Do Scrum" or "Use Jira." It's to improve responsiveness, accelerate value delivery, and enhance collaboration. If those aren't improving, the transformation isn't working - no matter how many Agile coaches we hire or how much money we spend. A Prioritized Backlog, Not a WBS An Agile transformation should be managed with a backlog of prioritized improvements. What will drive the biggest change? What's slowing teams down? Where is the systemic waste? A backlog allows for incremental progress. Focus on high-impact changes first, experiment, and adjust. Compare that to a traditional 18-month WBS based on assumptions. Agile teaches us to adapt, not follow rigid plans. Empowered Teams, Not Executive Commands Agile transformations should be led by teams, not just executives. Teams need a voice in how Agile is adopted and adapted. Many transformations fail because they're imposed from above. Leadership announces, "We're going Agile," hires consultants, mandates processes, and polices compliance. But Agile isn't something you install; it's something teams grow into. Leadership's role is to set direction, remove impediments, and foster learning and innovation. Planning Matters More than the Plan A transformation needs a plan that evolves. If something isn't working, we change it. If a pilot succeeds, we expand it. One of the greatest minds of the 20th century, Mike Tyson, said, "Everyone's got a plan until I punch them in the mouth." We must be willing to bob and weave when our plan faces the realities of the proverbial ring. Small Wins, Not Big Declarations Agile transformations succeed through small improvements that compound over time. We need to fix real problems, prove Agile works, and build trust. Change happens because people experience the benefits, not because they're told to be Agile. No Destination, Just Progress The biggest mistake is thinking Agile transformations end. Agile isn't something we complete; it's something we refine. Stop asking, "Are we Agile yet?" and start asking, "Are we better today than yesterday?" The real transformation isn't about becoming Agile by a date. It's building an organization capable of continuous improvement.

There's a gap between digital transformation and operational excellence. A gap that can be narrowed with a lean approach. For true operational excellence, we need technologies to work seamlessly across departments and functions. But...companies are investing and 'going digital' without fully aligning new technologies with existing systems, processes and people! So people are often spending more time figuring out how to use a new tool or duplicating efforts across disconnected systems 🤷♀️ Done right...a lean approach can provide a structured framework for integration that takes into account organizational culture and people.  Here's how it can help: 1️⃣ Sets clearer goals for the technology 💠 Lean thinking and tools help you figure out what problem the technology should solve and how it will make things better. 💠 Discussions about the technology involve the people doing the work so people feel involved from the start and are more likely to support the changes. 2️⃣ Improves processes before adding technology 💠 Lean thinking and tools encourages cleaning up messy or inefficient workflows first, so you don’t end up using technology to automate bad processes. 💠 Streamlining things first ensures the technology works smoothly and brings real improvements. 3️⃣ Builds a mindset for ongoing improvement (not once-off solutions) 💠 A Lean approach shapes a culture where change is the norm and people are always looking for ways to do things better. 💠 It encourages small, manageable changes and pilot programmes that build trust and confidence in new technologies. 4️⃣ Helps people adjusts to change 💠 A lean approach emphasizes people development, good communication and training so that everyone understands how to use new technology and why it’s helpful. 💠 Leadership development is part of a Lean approach (it is in my book anyway) so leaders are coached and trained to address concerns and enable smooth transitions. 5️⃣ Supports data management 💠 Advanced technologies produce a LOT of data, and a lean approach helps teams focus on what’s important and use that data to improve processes. 💠 People then feel empowered when they see how data can help them work smarter, not harder. 6️⃣ Standardizes how the technology is used 💠 A lean approach ensures new technology works across different teams and locations by standardizing how it’s used. 💠 It provides a framework for scaling up successful changes so the pace of change is not overwhelming for people. Basically...a #lean approach helps us to invest in technologies that can actually fix problems. It ensures that we involve people along the way and make work easier for everyone. Any thoughts on the topic? Leave your comments below 🙏

𝗔𝗿𝗲 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝗵𝗲𝗮𝗿 𝘄𝗵𝘆 87% 𝗼𝗳 𝗟𝗲𝗮𝗻 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻𝘀 𝗳𝗮𝗶𝗹 𝗱𝗲𝘀𝗽𝗶𝘁𝗲 𝗵𝗮𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗹𝗮𝘆𝗯𝗼𝗼𝗸? Warning: Effort required to realise results. 😕 After 17 years of driving transformations Danaher, I've learned that the hardest truth about Lean and Continuous Improvement is deceptively simple: we often know where we want to go, but struggle to be honest about where we are. Recently, I reflected on three challenges I faced whilst guiding global organisations through their Lean journeys: 1⃣ First, the allure of 'quick wins' through tool deployment. 2⃣ Second, the temptation to copy others' success stories. 3⃣ Third, delegating transformation to well-meaning but inexperienced teams. These challenges taught me that sustainable change isn't about tools or templates—𝗶𝘁'𝘀 𝗮𝗯𝗼𝘂𝘁 𝗵𝗮𝘃𝗶𝗻𝗴 𝘁𝗵𝗲 𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝘁𝗼 𝗹𝗼𝗼𝗸 𝗶𝗻 𝘁𝗵𝗲 𝗺𝗶𝗿𝗿𝗼𝗿. 𝗧𝗵𝗲 𝗺𝗼𝘀𝘁 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻𝘀 𝘀𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘄𝗵𝗼 𝗮𝗿𝗲 𝘄𝗶𝗹𝗹𝗶𝗻𝗴 𝘁𝗼 𝘀𝗽𝗲𝗻𝗱 𝘁𝗶𝗺𝗲 𝘂𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝗿𝗲𝗮𝗹𝗶𝘁𝘆, 𝗵𝗼𝘄𝗲𝘃𝗲𝗿 𝘂𝗻𝗰𝗼𝗺𝗳𝗼𝗿𝘁𝗮𝗯𝗹𝗲 𝘁𝗵𝗮𝘁 𝗺𝗶𝗴𝗵𝘁 𝗯𝗲. The breakthrough came when I started coaching leadership teams to focus first on their value streams—truly understanding how work flows (or doesn't) through their organisation. This approach, whilst initially slower, consistently delivered more sustainable results than any 'rapid deployment' programme I've witnessed. As a C-suite leader, you're likely facing increasing pressure to deliver results faster. Yet, paradoxically, the path to accelerated improvement often requires us to slow down first. It's about matching our effort to our ambition, rather than hoping for shortcuts. The most valuable lesson? 𝗧𝗿𝘂𝗲 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗴𝗶𝗻𝘀 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗵𝘂𝗺𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝗮𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝗼𝘂𝗿 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝘀𝘁𝗮𝘁𝗲 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗽𝗮𝘁𝗶𝗲𝗻𝗰𝗲 𝘁𝗼 𝗯𝘂𝗶𝗹𝗱 𝗴𝗲𝗻𝘂𝗶𝗻𝗲 𝗰𝗮𝗽𝗮𝗯𝗶𝗹𝗶𝘁𝘆—𝗻𝗼𝘁 𝗷𝘂𝘀𝘁 𝗱𝗲𝗽𝗹𝗼𝘆 𝘁𝗼𝗼𝗹𝘀. As Rajdeep Ghai reminds us in the photo: Effort required to realise results. Curious to explore: How might slowing down to truly understand your organisation's current state actually accelerate your transformation journey? ▶ Follow me for insights on #ContinuousImprovement and #ExecutiveCoaching. I am both an Executive Coach and an Executive in continuous improvement (with 26 years experience in Danaher and Procter & Gamble). I share practical tips that help you improve continuously, get better results, and grow as a leader.

Before you roll out Scrum, read this. These 9 lessons could make or break your organization’s agile transformation. At last night’s PMI Chicagoland Annual Business Meeting, David Schwab (William Everett) and Annie Reyes (CASL) shared how Scrum helped shift their organization from siloed planning to collaborative, high-impact delivery. Their nonprofit journey mirrors many of the same challenges and wins I’ve seen in the for-profit world. These lessons are universal—and essential for anyone navigating agile adoption. Here are 9 insights that stood out: ✅ Scrum isn’t just for tech. ↳ It brings speed, alignment, and coordination—even in resource-constrained, people-first environments. ✅ Scrum thrives in ambiguity. ↳ From program launches to cross-functional initiatives, Scrum aligns diverse teams—even when the roadmap is unclear or evolving. ✅ Culture first, then process. ↳ Scrum cannot fix dysfunction, poor leadership, or burnout. It needs trust, psychological safety, and purpose-driven routines. It will shine a light on dysfunction—organizations should be prepared to confront and learn from it. ✅ Start small, scale smart. ↳ Early leader buy-in and time to understand the new ways of working increases the odds of successful adoption across the organization. ✅ Don’t drop the whole playbook on Day 1. ↳ Jumping in with full Scrum terminology and structure can overwhelm teams unfamiliar with agile. Introduce it in plain language and build fluency over time. ✅ Invest in a quality Scrum Master. ↳ One of CASL’s success factors was having an experienced Scrum Master from the start. A trained facilitator is critical to guide, educate, and sustain the team’s momentum. I've seen organizations skip this step—and it significantly derailed adoption. ✅ “Blurry roles lead to blurry results” ↳ When everyone knows their lane, teams move faster, take ownership, and build momentum. Role clarity is critical to a successful rollout—people must not only understand their roles but also be coached to them. ✅ Agility is about people and mindset—not just tools. ↳ Change management and leadership are essential. Expect to spend time coaching your teams, guiding behaviors, and managing resistance. ✅ Retrospectives are the secret sauce. ↳ They create a safe space for feedback and empower voices across titles. These sessions increase engagement, build trust, and generate insights that fuel continuous improvement. The biggest lesson? Agility is about people. It’s not about the framework—it’s about leadership. Reshare to help other leaders navigate their agile transformation. What lessons have you learned when implementing agility in your organization? Drop them in the comments below. 👇 ♻️ Reshare to help other leaders navigate their agile transformation. ➕ Follow Morgan Davis, PMP, PROSCI, MBA Davis for practical insights on leading organizational change and building agile, high-impact teams.

🚨 A Hard Truth: Most PMOs Are Not Equipped for an Agile Transformation If your Project Management Office (PMO) has a RACI chart for the Daily Scrum, we need to talk. 🧟 Most PMOs were traditionally built for a world of timelines, scope control, and centralized governance, where compliance, resource assignment, risk management, and tool standardization were the norm. They were not built for a complex world requiring empiricism, self-managing teams, and continuous delivery. 👀 The truth is, many are still stuck in a project mindset when what is needed is a product mindset. 🧠 Real Talk: Even well-intentioned PMOs say they are “Agile” while still: - Funding projects, not products - Requiring up-front scope and delivery dates - Forcing teams into status-heavy, non-Agile reporting dashboards - Delivering Agile training from PowerPoint decks by people who have never walked in the shoes of a Scrum Master or Product Owner - Mandating Agile frameworks - Measuring success by compliance, not outcomes - Forming Scrum Teams, then reassigning people mid-Sprint to fight fires on other projects - Appointing Product Owners without giving them the authority - Telling teams to deliver value every Sprint, while blocking them with approval gates and dependency chains - Drowning teams in phase gates, status meetings, and sign-offs That is not agility. That is waterfall cosplay with sticky notes. 🧙♂️📋📌 In my experience, the traditional PMO cannot thrive in an Agile environment. But it can evolve. In a Scrum context, the line between support and control gets thin. PMOs offering templates and tools can help, but when they force teams into frameworks and templates, they often cause more harm than good. The best PMOs step back from project oversight and lean into organizational enablement. They remove obstacles, build Agile capabilities, and help Scrum Teams thrive. 💪 A Better Path: The Agile Product Operating Model (APOM) ScrumDotOrg's APOM is built for complex environments that require flexibility, learning, and rapid delivery of value. Key elements include: 🚀 Stable, cross-functional teams aligned to long-lived products instead of temporary projects 🚀 Product funding instead of project-based budgeting, allowing for continuity and ownership 🚀 Customer-centric outcomes prioritized over deliverables and task completion 🚀 Empiricism as the foundation, enabling transparency, inspection, and adaptation at every level 🚀 Leaders acting as enablers, not approvers or controllers This model extends agility beyond teams and transforms how the entire organization thinks, funds, supports, and delivers. The PMO is not the villain. But it must let go of control to become part of the solution. Because the future is not project management. 👏 It is product enablement. 💬 How has your organization evolved its PMO for real agility?

Digital acceleration requires more than just adopting agile methodologies; it demands a fundamental shift in organizational culture and mindset. It's about creating a culture that embraces change, innovation, and customer-centricity. In my experience, successful agile transformations hinge on: Empowered and Cross-Functional Teams: This involves fostering a culture of autonomy, ownership, and collaboration. Agile teams should be empowered to make decisions, take ownership of their work, and have the necessary skills and resources to deliver value. Cross-functional collaboration is essential to break down silos and ensure that teams have all the expertise they need to deliver customer-centric solutions. Relentless Customer-Centricity and Iterative Development: Agile is about putting the customer at the heart of everything you do. This involves continuously gathering customer feedback, iterating on products and services based on that feedback, and delivering value to customers in small, incremental steps. It's about embracing a mindset of continuous improvement and learning from every iteration. A Culture of Experimentation, Learning, and Continuous Improvement: Agile organizations embrace a culture of experimentation, where it's safe to try new things, learn from failures, and continuously improve processes and outcomes. This involves fostering a growth mindset, encouraging innovation, and providing the necessary support and resources for teams to experiment and learn. Agile isn't just about speed; it's about creating adaptable, customer-focused organizations that can thrive in a rapidly changing digital landscape. What cultural shifts do you see as essential for successful agile transformations, particularly in large, complex organizations? #AgileTransformation #DigitalTransformation #AgileLeadership #OrganizationalCulture #Innovation #CultureChange

At Novartis, I once stood in front of 300 top executives. I explained why their IT organization felt "too slow" and how to fix it. Here's what I shared and what I'd do differently today: 𝗧𝗵𝗲 𝗣𝗿𝗼𝗯𝗹𝗲𝗺 𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗥𝗲𝗰𝗼𝗴𝗻𝗶𝘇𝗲𝗱: For many executives, IT felt like a bureaucratic bottleneck: submit a request, wait endlessly, and finally receive what you asked for, but months too late. It was frustrating to be perceived as "too slow." But the real issue wasn't speed, it was the outdated approach to software development. For decades, enterprises (us included) built their processes around waterfall methodologies: rigid upfront planning that dictated funding approvals, team structures, and skill development. While we recognized this problem and attempted to adopt agile methodologies (we called it "agile ICE"), we just ended up with "waterfall in disguise." A surface-level change that doesn't address systemic barriers. 🟢 Here's how I'd tackle this change systemically today, drawing on my experience at Calibo: 👉 1. 𝗣𝗶𝗰𝗸 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘀𝘁𝗮𝗿𝘁𝗶𝗻𝗴 𝗽𝗼𝗶𝗻𝘁: Don't try to make everything agile at once. Start with greenfield opportunities - analytics, AI, commercial applications where you can have smaller MVPs. Avoid GxP's. Pick battles where agile can actually succeed. 👉 2. 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘁𝗵𝗲 𝘁𝗿𝗮𝗻𝘀𝗶𝘁𝗶𝗼𝗻: Stop relying on surveys asking "Are you being agile?", people always say yes. Instead, integrate with your development tools to see actual working patterns. Track sprint cycles, deployment frequency, and team maturity levels with real data, not self-reporting. 👉 3. 𝗠𝗮𝗸𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗮𝗻𝗱 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝗳𝗿𝗶𝗰𝘁𝗶𝗼𝗻𝗹𝗲𝘀𝘀: This is where most agile transformations fail. If your budget processes take months, if infrastructure requests require two week wait times, if team changes need approvals from top leadership - you're forcing teams back into waterfall behavior regardless of training. 👉 4. 𝗕𝘂𝗶𝗹𝗱 𝗮𝘂𝘁𝗼𝗻𝗼𝗺𝗼𝘂𝘀 𝘀𝗺𝗮𝗹𝗹 𝘁𝗲𝗮𝗺𝘀 𝘄𝗶𝘁𝗵 𝘀𝗲𝗰𝘂𝗿𝗲 𝗶𝗻𝗻𝗼𝘃𝗮𝘁𝗶𝗼𝗻 𝗲𝗻𝘃𝗶𝗿𝗼𝗻𝗺𝗲𝗻𝘁𝘀: Instead of controlling every decision, give small teams the tools and environments they need to innovate independently. Create secure, compliant "innovation sandboxes" where teams can test, develop, and deploy without opening tickets or waiting for approvals. If I could go back in time I would focus way more energy on the systemic aspects of this transformation. Because the real challenge is not only proving that agile works or doing fancy workshops. It's also about dismantling the barriers that keep teams stuck in waterfall thinking. What's been your biggest obstacle in agile transformation? Share your experience in the comments! I'd love to discuss. P.S. Repost this to your IT-Network if it is helpful!

💡Combining Design Thinking, Lean UX, and Agile A combination of Design Thinking, Lean UX, and Agile methodologies offers a powerful approach to product development—it helps balance user-centered design with efficient concept validation and iterative product development. 1️⃣ User-centered foundation (Design Thinking): Begin by understanding the needs, emotions, and problems of the end-users. ✔ Start by conducting user research to identify and understand user needs. ✔ Gather insights through direct interaction with users (e.g., through interviews, surveys, etc.). Spend time understanding users' behavior, focusing on "why" rather than "what" they do. ✔ After gathering research, prioritize the most critical user insights to guide your design focus. Create a 2x2 matrix to prioritize insights based on impact (high vs low business impact) and feasibility (easy vs hard to implement) ✔ Begin brainstorming potential solutions based on these prioritized insights and formulate a hypothesis. Encourage cross-functional collaboration during brainstorming sessions to generate diverse ideas. 2️⃣ Hypothesis-driven testing (Lean UX): Lean UX helps quickly validate key assumptions. It fits perfectly between Design Thinking's ideation and Agile's development processes, ensuring that critical hypothesis are validated with users before actual development started. ✔ Formulate a testable hypothesis around a potential solution that addresses the user needs uncovered in the Design Thinking phase. ✔ Conduct experiment—develop a Minimum Viable Product (https://lnkd.in/dQg_siZG) to test the hypothesis. Build just enough functionality to test your hypothesis—focus on speed and simplicity. ✔ Based on the experiment's outcome, refine or revise the hypothesis and repeat the cycle. 3️⃣ Iterative product development (Agile): Once the Lean UX process produces validated concepts, Agile takes over for incremental development. Agile's iterative sprints will help you continuously build, test, and refine the concept. Agile complements Lean UX by providing the structure for frequent releases, allowing teams to adapt and deliver value consistently. ✔ Break down work into small, manageable chunks that can be delivered iteratively. ✔ Embrace iterative development—continue refining your product through iterative build-measure-learn sprints. Keep the user feedback loop tight by involving users in sprint reviews or testing sessions. ✔ Gather user feedback after each sprint and adapt the product according to the findings. Measure user satisfaction and track usability metrics to ensure improvements align with user needs. 🖼️ Design thinking, Lean UX and Agile better together by Dave Landis #UX #agile #designthinking #productdesign #leanux #lean  

3 Stages to Lean Success: Are You Stuck at Stage 1? You start your lean journey full of hope and ambition. Despite the enthusiasm and early successes of implementing some lean tools. Most organizations efforts start to fizzle out, and fail to spark lasting cultural change. 𝗪𝗵𝘆 𝗗𝗼 𝗟𝗲𝗮𝗻 𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻𝘀 𝗙𝗮𝗶𝗹 𝘁𝗼 𝗟𝗮𝘀𝘁? Over three decades of observing failed and successful transformations, the authors of Creating a Kaizen Culture identified 3 stages organizations must work through to achieve lasting lean cultural change: 1) 𝗧𝗼𝗼𝗹𝘀 𝗦𝘁𝗮𝗴𝗲 The starting point for the most is quick wins from lean tools like 5S and visual controls. But tools alone copy practices rather than engage people in changing behaviors. Unfortunately, culture remains unchanged. 2) 𝗦𝘆𝘀𝘁𝗲𝗺𝘀 𝗦𝘁𝗮𝗴𝗲 Connecting tools into management systems like daily meetings to expose problems. Now the focus is developing new habits and capabilities rather than just metrics. Systems and tools together are the first step to lasting culture. 3) 𝗠𝗶𝗻𝗱𝘀𝗲𝘁𝘀 𝗦𝘁𝗮𝗴𝗲 Ingraining assumptions and principles that shape unconscious thinking and decisions. Leadership reinforces desired mindsets until behaviors are intrinsic. Only when behaviors are unconscious habits can culture truly transform. What is the leadership role to go from The Toolset stage to The Mindset one? Share your experience in the comments. Image Credit: Jon Miller et al, Creating a Kaizen Culture --- ✅If you enjoyed this post, you'll love my newsletter "𝗦𝗺𝗮𝗿𝘁 𝗠𝗼𝗱𝗲𝗹𝘀" 👉Join 11,700+ readers getting practical tips on problem solving, decision making, and leadership. Click "𝗩𝗶𝗲𝘄 𝗺𝘆 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿" at the top of this post to get access.