Experiments are part of learning. Here is our latest experiment in learning, animating the Lean Transformation Model. For those of you not familiar with "LTM", here are 5 questions that are essential to any transformation:
- What is the purpose of the change–what true north and value are we providing, or simply: what problem are we trying to solve?
- How are we improving the actual work?
- How are we building capability?
- What leadership behaviors and management systems are required to support this new way of working?
- What basic thinking, mindset, or assumptions comprise the existing culture, and are we driving this transformation?
Does this animation help your understanding of LTM? Please let us know in the comments.
Dave LaHote, David Meier, Ernie Richardson, Joe Murli, Josh Howell, Karl Ohaus, Michael Hoseus, Tom Shuker & Tracey Richardson
Chris Vogel, Dave LaHote, Jim Luckman & Joe Murli
By Robert Martichenko
By James P. Womack and Daniel T. Jones
May 17, 2019 | 1 Comment
Thanks, Andreas. The intent isn't to tie explicit & underlying assumptions to either current or ideal states. Both currrent and ideal have both explicit and hidden assumtions.
As for which (current vs ideal) is more characterized by explicit vs hidden assumptions, perhaps you are correct. I wasn't actually trying to tie them as perhaps it appears.
Thanks for the excellent feedback.
john
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That was a great presentation of the model of transformation. I am going to pass this on to our VP. we are about to enter strategic planning in a little while with a new ceo and we were discussing today the application of the strategic plan to the whole organization and how to do this. this might give us some more insight.
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Good overview, I enjoyed the video. I like the structure, the concepts are very clearly communicated.
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I have to agree that each transformation engagement must be informed by its specific circumstances .. and that no two are the same.
The framework presented provides those dimensions that must be addressed, and if not, will become detractors. I don't always approach those dimensions serially, rather ask, 'Which of the dimensions is the team willing / ready / need to address now ?, while being mindful of the need to eventually address each.
I find that this approach is scalable .. that it can also work for smaller sub-processes within our enterprise.
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Dave LaHote, David Meier, Ernie Richardson, Joe Murli, Josh Howell, Karl Ohaus, Michael Hoseus, Tom Shuker & Tracey Richardson
Chris Vogel, Dave LaHote, Jim Luckman & Joe Murli
By Robert Martichenko
By James P. Womack and Daniel T. Jones
May 17, 2019 | 1 Comment
Very nice framework for working with lean transformations - easy to remember and to base our explanations upon.
I tend to disagree with the outline of the basic thinking:
The current culture is presented as the explicit assumptions, and the ideal culture is presented as the underlying assumptions - it must be the other way aroung.
The current culture defines us as we are now, both acknowledged and unacknowledged, which in turn must be defined by our underlying assumptions.
The ideal cultue is where we want to be and who we want to be, somewhere in the future, which must be defined by conscious thought, and therefore be defined by explicit asumptions.
But again, nice video with focus on both value, proces and the systems to secure change and anchoring of improvement.
/Andreas
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