“Lead as though you have no power” – Taiichi Ohno
Did you know that business improvement, lean initiatives or change management programs have failure rates as high as 85%?
There is a simple reason for this incredible failure rate. And that is where enterprises fail to adopt natural methods of business transformation they inevitably find themselves working against human nature. Now, when you work against human nature you generate stress. And unfortunately stress in the organization provokes resistance to change, diluted focus and the low energy implementation of new ideas.
So, my key message is, that if you want to make major changes in a business, then the best way is to first adopt a more natural approach. And this means that you need to start seeing, thinking and acting in new and more natural ways. In this respect, TBD adopts Einstein’s motto, you may have already heard of it:
“You can’t solve a problem with the same type of thinking that created it.”
So, because you need to adopt a new approach and some new ideas, then, just like anything else, your change initiative may require a bit of training and guidance for you to make the transition successful.
And this is where TBD or Team Business Development improvement programmes come in.
“Jeremy Old has the unique ability of engaging, understanding and pulling teams of people together across all disciplines in the business and focusing us all in achieving our personal and company goals – Fantastic!” Toby Martin, joint managing director, Mauveworx.
“TBD has achieved more in three weeks than I normally achieve in six months”. Jeff Heyes, veteran turnaround specialist in the UK print industry; Borcombe Ltd
“The results from just one planning workshop saved us seven times the fees for the complete three-month programme” Steve Crayford Managing Director, Acorn Windows.
With TBD I have always adopted the Toyota approach to business transformation. This is known as Hoshin Kanri. The thing is that Hoshin Kanri is a ready made system that gives you that all-important natural approach that drives successful business improvements. In essence, when I use Hoshin Kanri I know it guarantees successful change for one overriding reason. And that is that Hoshin Kanri exploits the instinctive way people excel at working in groups.
Using this principle, Toyota originally developed Hoshin Kanri back in the 1960s. Since then, leading manufacturers such as Sony, Intel and Hewlett Packard have adopted Hoshin Kanri to plan change and implement policy. But I have discovered that the really good news is that Hoshin Kanri is not just for the big players. If you are running a small enterprise it is just as applicable to you as well.
TBD’s Hoshin Kanri is an all-embracing business operating system delivered by a highly experienced coach. One key aspect is that Hoshin Kanri involves everyone in your organization. As a result, the system embeds new ways of seeing things, new ways of problem-solving and new ways of thinking into the very fabric of your business. The effect on employee engagement is dramatic.
Hoshin Kanri’s planning system mobilizes and integrates every business process, sub-system, function and department in your improvement initiative. And this results in the alignment of your diverse resources and activities with your longer-term goals. As a direct consequence you save time, money and energy getting you where you want to go.
With TBD’s Hoshin Kanri system you get a highly sophisticated and user friendly business improvement process. Not only that, but Hoshin Kanri’s is ready to bolt into place and make use of on day one.
In this sense, natural business transformation with Hoshin Kanri is always self-funding. Effectively you make money from the direct savings and opportunities that arise from the improvement planning, training and coaching.
“We’ve achieved more changes in six weeks with these team planning workshops than I’ve seen in twenty years of my time here.” Dave Medhurst Projects Coordinator Steelfields Concrete Batching Plant Manufacturer.
One important principle is that, if one part of a system is left defective, then the whole system is compromised. After all, any system is only as strong as its weakest element.
This is why Hoshin Kanri’s protocols and procedures work to improve every aspect of your organization ALL AT THE SAME TIME. First off, Hoshin Kanri planning identifies strategic improvement opportunities. It also exposes hidden obstacles or threats to successful change. This phase is called the Business Health Check. The next phase designs appropriate countermeasures and constructs a powerful road map to plan and implement them (I call this road map the Management Action Plan or MAP). This MAP then orchestrates a wide range of improvement projects. Amazingly this can sometimes mean we are planning and implementing as many as 50 or so improvement projects all at once. It is the accumulative power of these projects cascading into place all at once that yields such whole-scale improvement.
To a lot of traditional executives, attempting so many improvements all at the same time sounds ambitious, if not actually impossible. But my long experience with Hoshin Kanri proves that this approach has real advantages over the conventional way of managing change. What we find is that the accumulative effect of large numbers of simultaneously applied improvement projects captures results that are simply unimaginable with other approaches.
The strength and consistency of this improvement system and its ability to work with human nature are the reasons why TBD Hoshin Kanri programmes achieve an estimated 30 : 1 ROI on client investment.
“We’ve achieved more changes in six weeks with the team planning workshops than the company has achieved in twenty years of my time here”. Dave Medhurst projects coordinator, Steelfields Ltd Concrete batching plant manufacturer.
Or you can simply contact me, Jeremy Old. I will be delighted to have an informal, no-obligation chat about your specific needs. Just ring me on 0800 0945 819.
Jeremy Old has twenty-five years experience as an independent management coach, specializing in SMEs and NGOs. Equally important he has facilitated 56, Hoshin Kanri assignments across a wide range of industry sectors. He always finds that the system yields consistent success. “The reason is to do with the structured planning process. After all, no one would seriously consider controlling their company finances without a formal accounting system. In much the same way, when I apply Hoshin Kanri in an enterprise, I am, in effect setting up a formal management operating system. And this makes life so much easier for the CEO and the results come much faster.”
In addition to his coaching work, Jeremy is also author of ‘Reinventing Management Thinking; using science to liberate the human spirit’. His book explains the psychology behind collaborative management systems such as Hoshin Kanri. The science explains why such systems are so much more successful than old fashioned command and control methods. In addition, Jeremy is qualified to MBA level, with a post-graduate diploma in psychotherapy.