As enterprises are becoming increasingly Agile, the role of HR in Lean-Agile organizations is being challenged to expand beyond process-oriented HR management, and into truly Lean-Agile people operations. In this series of posts, we’ll be discussing why HR goes Agile, and what happens when HR goes Agile—and how high-performing organizations should approach HR’s transition into fully embracing the Agile methodology.
In this post, we’ll share what happens next: Truly embedding continuous improvement into your team’s process and Adjusting (A) improvement activities continuously based on what you learn. We’ll discuss our best tips for making continuous improvement ‘stick’ with your team and share the story of how one team has used LeanKit to improve their cycle times and overall efficiency with continuous improvement!
In the first post in this series on continuous improvement, we discussed planning to improve, including how to set up your Kanban board to collect meaningful continuous improvement metrics. Continuing our use of the PDCA (Plan-Do-Check-Adjust) framework, this post will cover the next two steps in the cycle of continuous improvement: Do and Check!
Yes—it’s true that the goal of continuous improvement is to help you improve, continuously. But in the context of Kanban, continuous improvement is far more than that. It refers to the operationalization of improvement activity within an organization: The shared mindset and set of practices that, when done consistently, promote data-driven analysis and effective process improvement, and encourage innovation and growth across the organization.
Business agility describes organizations that are able to maintain stability while rapidly responding to customer demands. It’s a buzzword that’s thrown around often—sometimes related to the practice of (uppercase) Agile, and sometimes not. A more complete business agility definition is more complex. In this post, we’ll define agility, business agility, and discuss how to increase agility in your business.
Organizational culture is defined as the underlying beliefs, assumptions, values, and ways of interacting that contribute to the unique social and psychological environment of an organization. When implemented holistically and sustainably, Lean methods have been shown to promote a healthy organizational culture.