Without the right combination of mindsets and behaviours in place in can be impossible to effect any change let alone achieve optimal performance. After all, in the words of Peter Drucker, "Culture eats strategy for breakfast".
In saying this, he wasn’t suggesting that strategy was not important – it is! But rather, he was saying that the culture of an organization can have as much, if not more, impact on the success of that strategy.
We define culture in an organization simply as “how we do what we do”. In other words, the assumptions and resulting behaviours that are in practice exhibited within the organization (a.k.a considered “ok”) in the pursuit of its objectives. These behaviours could relate to:
From a Lean perspective, we want to encourage behaviours throughout the organization – at all levels – that minimize interruptions to flow and promote employee engagement. The Shingo Prize for Operational Excellence awarded by the Shingo Institute refers to “ideal behaviours” grounded in business principles that in one way or another apply to all organizations – be they commercial, government, not-for-profit, manufacturing, services, etc. See here for more information on Shingo: https://shingo.org/model/
Having the ability to objectively identify where we are now (current assumptions and behaviours) and where we want to be (ideal assumptions and behaviours) AND developing a plan on how to get there, can be a real game-changer. It’s about deliberately shaping our organization’s culture. Which, practically-speaking, is about maximizing the potential of every individual in the organization in the pursuit of its objectives.
This workshop covers and links together the following content: