OUR APPROACH

Transformation is not for the weak hearted. It brings with it a level of life-challenging complexity. Organizational transformation has conditions; the transformation of the value offering, the transformation of relationships, and often the most overlooked, the transformation of individuals comprising the organization. Demanding work, but the alternative to transformation is being trapped at a lower performance level, in a world of increasing change.

In understanding and creating transformational change, it has been beneficial to consider four cornerstones:

LEADERSHIP COMMITMENT
Many organizational leaders approve of the “idea” that continuous improvement is a good thing. However, there is a make-or-break difference between “approving of the idea”, and true commitment. Senior leaders must be daily involved in the change effort. They must personally commit to supporting and modeling the change process.

STRATEGIC ALIGNMENT
Here is where the rubber meets the road. We have seen countless examples where a team has identified a sound change model, yet was unable to get it implemented effectively throughout the organization. “You gotta know your business”. All the Lean / Six Sigma in the world will not suffice if managers and leaders do not understand the requirements of success for their organization. Strategic planning and execution will provide opportunities to develop and share knowledge about critical factors (leading and lagging indicators) that contribute to an organization’s survival and success. Sharing knowledge and information about the business tends to improve ownership and commitment throughout the organization.

CHANGE METHODOLOGY
Finally, this approach includes the method(s) by which the transformation is accomplished. The methodology is typically tailored and highly structured, logical and scientific. The purpose is to accelerate improvements in our processes, products, and service to meet and exceed customer requirements. The methodology should have a clear focus of making individuals and groups ready, willing and able to implement and sustain new ways of working in a culture of continual improvement and growth.
A change matrix is utilized a targeted area for improvement and teams are chartered to lead large-scale, total system change and improvement, where the system targeted for improvement might be a distribution warehouse, a telecommunications corporation, a Navy program, or a Finance Division. Organizational teams are then led through the exercise of building a “wall”. The wall is a physical representation of the group’s collective knowledge about their organizational system and how best to improve it. It contains ways to standardized the process, gain an understanding of importance, embed a way of life into individuals how to use data, and a mindset of the voice of the customer, and perpetuate a culture of continuous improvement and sustainable positive outcomes.

SELF MASTERY
This thrust focuses on change and improvement at the individual level. Just as an athlete works to reach top physical condition, significant mental conditioning is needed for those who undertake a transformational effort. Opportunities for growth are available by raising consciousness about deeply held patterns of thinking. Often, we do not see certain engrained patterns that hold back or slow down positive change.