In a world where lean, six sigma and other methods of process improvement are becoming more prevalent and mainstream, how do companies differentiate themselves?
Why are some companies much more successful when they have the same strategies, technologies and processes?
It comes down to leadership.
Leadership creates the environment through behaviors and supporting mechanisms. A distinctive environment enables learning and improvement which in turn brings out the best in others.
Today, technology and strategies are constantly evolving, and accessibility and transparency is prevalent. The only constant is change, and its an organization's ability to adapt to change and constantly learn that is the true strategic differentiator.
It is for that reason that leadership is becoming increasingly important not just to create a lean organization, but to create a sustaining high performance culture.
In this presentation, listen to how MassMutual has approached lean and culture, and its focus on leadership development.
After all, lean without leadership is just a bunch of tools.
Dalton started deploying a Lean management system in 2011 going through every part of the organization. Having engaged leadership from the very start by defining what it means to run a lean organization, he is continuing this journey to drive their actions. Hear how he has:
Started with customer facing functions selling insurance and financial services products
Moved onto corporate functions and sustaining and embedding lean behaviors into management
Engaged the C-suite and secured their involvement for company-wide continuous improvement
Regularly taken Gemba walks with the CEO to show the organization that leadership is bought into the whole process
Deployed the 2nd phase of their journey looking at improving value streams to create purpose around the implementation
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