The cross-role cross-organizational improvement team has unique access to both systemic and local realities. It will succeed with the right conditions for teamwork:
This is what simply works. Now, imagine yourself facilitating this work of the change team, finding the right topics, new perspectives, and effective methods. Please contact and hear our experiences.
A stable team with Power and Wisdom leads the improvement work. Business decision-makers learn about the diverse front-line realities, and improvement work get sponsoring.
Pressure and everyday pain motivate short-term improvement. Deliberate decisions are needed for long-term important topics.
Start small and serious. Experiment with us facilitating one retrospective and coaching the follow-up work.
In large organizations, the Improvement Community provides the local knowledge and supports the systemic change. Its members are the competent and credible local coaches, leading the local adaptation, and being available on the spot when confusion appears.
The community is a parallel learning organization - a sandbox for growing teamwork, leaders, and the new leadership culture.
When the critical mass (usually 10-20%) of the population has been onboarded by rigorous training and coaching, the culture has changed. For smaller units, it is best to educate everyone.
As the small first step, please invite us to share our experiences in transforming large organizations.
The retrospective is an established Agile practice to Dream and Think together. It invites everyone to participate and influence.
Retrospectives shape the culture. Managers and workers can equally express their views and be heard. The organizational culture is observable in the room and can be reflected.
Behavioral agreements and obvious improvements are made within the retrospective. Wicked systemic problems, however, can not be solved in one workshop.
The retrospective selects the Biggest Pain that we want to solve with the Lean A3 method. Turbulent organizations need more emphasis on experiments and local change leadership.
Please enquire about facilitation and training for retrospectives and improvement work.
Gosei co-facilitates one or more retrospectives in the organization. The participants share facts, find immediate improvements, and choose the biggest systemic Pain to be fixed.
Voluntary improvement owners pick Pain from the prioritized list to lead the first iteration of analysis, first improvements, and probing experiments. Gosei coaches the improvement work and provides experience for the analysis.
Gosei coaches the improvement leadership team in learning the analysis and making the decisions for prioritization and resourcing.
Educates the key players in the organization, forming a community of influential local coaches, who: