¿Cómo fomentas una cultura de mejora continua e innovación en tu organización?

“1% Infinity Concept“Process Improvement isn’t a One-and-Done Exercise, it’s a Continuous & On-Going Process. To foster a culture of continuous improvement we need to have a vision & place great importance on small victories (i.e) "Incremental Improvement = Breakthrough Improvement" In the long journey of improvement, small incremental improvements are extremely effective. Making small incremental improvements can lead to sustained & scalable growth. It's called as 1% Infinity concept because there’s no limit to how much you can improve. No matter which industry, it’s possible to improve a little bit every day on a consistent & ongoing basis. Small 1% daily improvements foster the habit of Continuous Improvement in the organization.

As a business analyst, there are several ways one can foster continuous improvement and innovation within an organization. 1. Stay Informed: Keep yourself updated with the latest industry trends, emerging technologies, and best practices related to your domain. This knowledge will enable you to identify opportunities for improvement within the industry. 2. Develop strong relationships with stakeholders, including business leaders, project managers, and team members. By establishing open lines of communication, you can gather valuable insights, ideas, and feedback from different perspectives. 3. Conduct Thorough Analysis: Utilize your analytical skills to identify gaps, inefficiencies, and areas of improvement within existing processes.

To build a culture of continuous improvement, anchor your endeavors in a solid vision. Think of your vision as the compass guiding your efforts. From my experience, setting clear, measurable goals derived from the broader vision ensures alignment and drives efforts in the right direction. An actionable step here is to regularly review and adjust goals based on changing circumstances to stay relevant and impactful.

This is the description of the Hoshin Kanri - Strategy Deployment process. Continuous Improvement must be one of the company’s breakthrough objectives and must be governed throughout the year. It is not an annual event.

Be curious. Encourage others to be curious Don't kill ideas because the person making it is too junior or too new. "Curiosity never killed the cat; it was ignorance that did it!"

A colleague once said, if you feel content with what you are doing you are likely doing it wrong, only if an organisation has a culture of change and challenge and desperate fear of falling behind are they likely going to be tolerant to innovation. Goals need to be revisited every time you complete, innovation is a journey not a destination and goals need to stay flexible.

The critical component missing in this statement is ensuring the comprehension of the vision and goals. It is imperative that these are communicated to ensure comprehension by all, which usually requires multiple methods of delivery and not just an email and some posters.

Taiichi Ohno, the mind behind the Toyota Production System, exemplified the culture of continuous improvement. His philosophy was rooted in eliminating waste, focusing on customer value, and promoting a learning culture. Drawing from Ohno's principles, setting clear goals and instilling a shared vision can guide teams toward relentless innovation and progress.

This approach, in my view, starts from the top down. If leadership demonstrates consistent quest for knowledge, creates an environment for ongoing professional development and rewards success, then the organization will attract bright, diverse and new talent.

Ao definir a visão e objetivos, devemos entender que os valores da equipe e da organização precisam estar alinhados. A motivação é uma temática pontual e pessoal, que depende de diversos fatores. Já o engajamento é encontrar-se com os valores pessoais naquilo que se executa, e de forma coletiva. Ao estabelecer esses valores como base, é possível construir uma visão e objetivos alinhados que serão executados com prazer e dedicação.

Psychological Safety is crucial. Mistakes should be "sunshined" together to understand the root cause of not being able to accomplish something. Creating an action plan to address that root cause is what encourages to "try again". Ideas by nature are tiny experiment prospects and most of them are destined to fail. Removing the fear of the consequences from failure in employees builds a culture of continuous improvement.

To empower your team, you first need to build trust, it takes time to be built, and only seconds to destroy it. Hence, when people feel in a safe environment they will achieve bigger goals.

Success in AI development stems from empowering the team. Like training an AI, when a team has freedom and resources, it thrives. By granting autonomy and celebrating achievements, you cultivate a culture of continuous growth. Remember, it's people who bring technology to life. Invest in them, and innovation follows.

Supporting your team in finding ownership of their work and delving into how they can connect their own feelings of purpose to the work they are doing is part of the road to empowering people.

Creating peer leadership teams where the most trustworthy and above average performers are introduced to the next organizational level to learn what functions the next level entails. Simultaneously, the leadership team members serve as SME’s for fellow team members to assist with questions and provide constructive feedback to peers via a “coach up” not “tear down” approach. Leadership team members also serve as advocates for fellow team members to management/C-Suite to challenge the status quo and propose improvements. Meanwhile, the leadership team is also learning some of the basic functions of the next role to prepare them for the next step in their career, further promoting learning, growth, and engagement.

In my experience, empowerment isn't just about handing over the reins; it's about setting the stage for genuine autonomy. Think of it as not just giving your team a voice, but ensuring that voice echoes in every decision. Equip them, yes, but also entrust them. This fosters not just a culture of improvement, but one where every team member sees innovation as their personal responsibility.

Encourage failure! The best ideas are born of it, because innovation is all about finding gaps in what we already know and do, and making something new. The best ideas are born because people were allowed to fail. So, empower your team by asking them: How did you fail today?

To promote continuous improvement and innovation while empowering our team, we prioritize creating a psychologically safe workplace. We recognize that this not only benefits our employees but also society at large, given our significant time spent at work. When employees feel safe to express themselves and take risks, it positively impacts their personal lives and the world around them. We embed this ethos throughout our organization, from recruitment to performance management and beyond. It's about integrating psychological safety into our culture, not just through trust-building activities, but as a fundamental principle.

One great trick is to make it harder for "Managers" to say No to an idea In case they want to outright reject an idea- They need to write a 1 pager on why the idea wont work, and put it on the intranet This ensures people do their research while pitching, but also while commenting "Who will buy this?" or "I am sure this exists, do more research "

Systematic approaches, whether it's AI-infused methods or traditional methodologies, are essential. They provide a structured framework for innovation and ensure every idea undergoes scrutiny before implementation. Remember to consistently document and refine these processes. As we've seen, the combination of AI with systematic approaches can accelerate problem-solving and drive substantial value.

Ahhh….the good ‘ole PDCA, I agree! Empower the team to do it on their own & permit them to collaborate with yourself and others as needed!!

Don’t forget Plan, Do, Check and Act. Simple approach that many can understand and apply in both technology and business processes. Or call it a pilot or “test drive” if that lingo resonates better. And it has the feedback loop built in as well!

Using a structured approach can make the process easier and help team members be more creative. It also helps to have a clear way of talking about things so people can improve or make new things. Using methods like Lean or Agile can help everyone understand what they need to do and how to do it. They can also help to manage risks. Having clear goals and ways to measure success can help keep everyone on track. When everyone knows how and why to use these methods, it can make them feel more committed to improving and making new things. This can help create a culture of innovation across the organisation.

Using proven and tested methodologies can jump start the conversation. Technology can accelerate the conversation. Using systems thinking can help us to be more focused on our target without getting sidetracked and lose sight of the bigger picture.

I cannot agree more, the often ignored but most effective systematic approach. Vision and goals show where we wanna be but this will pave the journey!

The more transformative and innovative a project is, the messier it can get. It helps to have a process by which the team can ground themselves and find their way back to when lost...

A systematic approach is pivotal for fostering a culture of continuous improvement and innovation. Utilize established methodologies like Lean, Six Sigma, or Agile to guide your projects. Define, analyze, test, implement, and standardize improvements. Leverage tools like process mapping, root cause analysis, and feedback loops. This ensures efficiency, quality, and progress tracking. Assign tasks, promote transparency, and encourage collaboration to enhance accountability and learning. Regularly assess data-driven outcomes, refining strategies for sustained growth and excellence.

A systematic approach, rooted in proven methodologies, ensures that continuous improvement and innovation efforts are structured, measurable, and effective, ultimately leading to consistent and sustainable results.

I feel as though “customers” aren’t exclusively external….we’ve got internal customers as well. Engage them, collaborate, start a value map session to help route out pain points and work together to address them to create a win-win project!

If possible, try to engage your non-customers or those who “got away” to get that perspective as well. Definitely want to retain and grow your current customers and that is more cost effective yet a new customer might help you pivot or grow in a way you hadn’t thought about before or perhaps even develop a new partnership? Could also soften any concentration of risk concerns if a few customers drive a large percentage of annual revenue.

So many companies organize and improve around their internally derived wants/needs. It doesn't matter how efficient or improved you become, if it doesn't ultimately serve the customer/client's wants/needs it is a waste of time and money.

Incorporate customers into improvement and innovation approach. Understand their needs and seek feedback to enhance your solutions. Align initiatives with customer preferences for impactful results. Involve them in testing and co-creation to foster loyalty and growth. This customer-centric strategy ensures sustained success in your improvement and innovation endeavors.

Customers are the end beneficiaries of any innovation. Therefore, involving them at each step ensures that the changes resonate with their needs. By leveraging AI-powered insights, businesses can deeply understand customer preferences and tailor improvements accordingly. Make it a routine to gather feedback and analyze it with advanced tools to extract actionable insights.

Combine customer involvement with loyalty programs that reward customers for their active participation in the innovation process.

Involving your customers is key to fostering continuous improvement and innovation. By gathering their feedback, you can better understand their needs and make adjustments that truly add value. In one project, we regularly asked customers for input on our services. Their feedback highlighted issues we hadn't noticed, allowing us to make targeted improvements. This not only improved customer satisfaction but also helped us stay ahead of competitors by continuously refining our processes based on real user experiences.

At Toyota, you always share bad news before the good news. It allows for the environment to learn from the failures. That is the power of the CI culture.

For project status this is often a “tough nut to crack”. If there isn’t timely transparency on project issues, then adjustments from lessons learned are often during the project closure phase which still has some value. Be proactive with senior management to help them “request transparency” and then ask then to use examples in communications on the value of timely transparency. This will help show that not only is it “OK” to share a project is at risk and ask for help, that it is an “expectation”to help improve processes and project delivery while there is still time to do so.

“Celebrate” failure by creating an environment where team members are encouraged to speak openly about temporary failures without fear of reprisal. Teams will escalate failures in a more timely manner the longer the environment is installed. When implementing such a strategy, leadership must serve as a buffer to ensure temporary failure impacts are contained and do not create a systemic adverse event. Additionally, leadership must continuously monitor the learning opportunities to identify when added support or inputting “bumpers” for personnel to guide them back toward the path is necessary. As teams learn, the need for “bumpers” will lessen and greater efficiencies achieved.

One of the bigger mistakes when implementing any change is post implementation follow up and evaluation. Did the improvement actually achieve the anticipated results? Too many don't want to have been a part of something that failed, so they either don't participate to begin with or they subvert any effort to evaluate after implementation. Its ok to be wrong, its not ok to perpetuate a change that didn't work just to avoid pain and embarrassment.

The faster we can fail, the quicker we can make adjustments and move toward perfecting a process. For this reason, any launch of a new way of doing things, should include a triage mechanism… a way to signal that a defect has been found. Failures are wins, when a process is new. We do not need to wait a year to measure the progress of our streamlining efforts if we manage to break the machine on the first day. Learning from our failures is a real-time endeavor.

Reflecting on the wisdom of Nelson Mandela, who said, 'I never fail, I either win or I learn,' it becomes evident that the true essence of continuous improvement and innovation lies in embracing failures. Rather than seeing them as setbacks, they are invaluable lessons, driving us forward. Encouraging this mindset transforms our culture into one of resilience, adaptability, and boundless curiosity.

If no obstacles and failures are met - something is wrong. There is also no learning taking place. Treat failures as a means to narrow down the solution space. Failing just means we know more about what won't work!

I quite agree with the idea of learning from failures. However, it is more important to imbibe a culture that does not discriminate, criminalize or punish mistakes or failures. Finger pointing stalls innovation and keep employees in their shell. Failure and success should be seen as a collective responsibility. Encourage people to dare to take bold steps with the intention that outcomes may lead to solutions to business problems.

The simplest way to learn from past projects (successes and failures) is to get in the habit of writing retrospective reviews. I built a simple retrospective review template that asks: 1. what went well with the process 2. what went will with the output / outcomes / key results 3. where were there bottlenecks? what went wrong? with the process 4. where were there bottlenecks? what went wrong? with the output / outcomes / key results 5. what could be improved for next time? or what could we try? with the process 6. what could be improved for next time? or what could we try? with the output / outcomes / key results

Timely retrospectives post implementations are critical in understanding what worked/what didn’t/where there are opportunities for teams to evolve & grow. “Constant effort & frequent mistakes are the stepping stones to genius.” - Elbert Hubbard

Start with yourself to build an innovation brand. Take jobs that embrace innovation to learn. View your failures as scouts badges of accomplishment. Those will be the gift you will learn from the most. Keep up with the latest innovation trends. Read, engage in social media and take classes. Never stop learning. If you are living the innovation code, you will attract others and build a network of collaborators you will use time and time again.

Diversity of thought is a powerful driver of innovation. One memorable experience from my past at an industrial conglomerate perfectly illustrates the transformative power. As a technology leader coming from a different industry, I was once tasked with spearheading a commercial analytics project that required deep understanding of aerospace market. To navigate this unfamiliar territory, I collaborated closely with seasoned sales leaders. What made this collaboration truly remarkable was my mentor's approach when introducing me to the industry veterans. He acknowledged my "outsider" status as a valuable asset which led to a dynamic exchange of ideas on assumptions & established viewpoints. It also kindled in me a sense of unique purpose.

Collaboration and innovation go hand in hand, fueling organizational growth and success. By leveraging diverse perspectives and fostering a culture of collaboration, teams can unleash their creativity and drive transformative ideas. I recall a project where cross-functional collaboration led to breakthrough solutions, resulting in increased efficiency and customer satisfaction. Collaboration truly unleashes the power of innovation.

To collaborate is to innovate. Here's two tips to level up HOW you collaborate with others. #1 Look for people with cognitive diversity. You want to find people who DON'T think like you; we tend to only gravitate to people who THINK like us. Find people who have: different educational backgrounds, work experience, industry experience, lived in other places, speak different languages, etc. Collaborate with these people and they'll bring in fresh perspectives and ideas you've never considered before. They'll challenge how you see things and you'll innovate better. #2 Invite collaboration on everything - from the big to the small and do it regularly. Ask people for their feedback, listen and incorporate it what they've said into your work.

Elevate your culture of continuous improvement and innovation by harnessing collaboration as a powerful catalyst. Mobilize your team's diverse expertise through cross-functional collaboration, cultivating networks and communities of practice to foster knowledge exchange, brainstorming, and inventive problem-solving. Extend your reach by engaging external partners and leveraging digital platforms to share your innovation stories, inspiring a wider community to contribute. Embrace a culture of intrapreneurship, empowering employees to explore novel concepts and allocate time for innovation sprints, while acknowledging and rewarding collaborative achievements to reinforce the value of teamwork and innovation.

Innovation thrives in collaborative environments. Drawing from the knowledge shared earlier, we know that cross-team collaboration often unearths novel solutions. Using AI and data-driven insights to identify collaboration points can significantly enhance the innovative potential of teams. Always encourage inter-departmental brainstorming sessions and open forums.

Incorporate "Innovation Jams" where employees from different departments come together for intense ideation and innovation sessions.

During my time in the beverage industry, I formed a cross-functional team with members from marketing, production, and supply chain. We collaborated with a major supplier and, through joint brainstorming, revamped our packaging to enhance shelf appeal and sustainability. In the fabric manufacturing sector, I led a community of practice, connecting with textile experts via podcasts to share innovations in eco-friendly dyeing techniques. Such endeavors not only fostered a culture of continuous improvement but also showcased the power of collaboration in bringing innovation to life.

With my experience Continuous Process Improvement and Change Management go hand in hand . Change Management is the key to Continuous Process Improvement. Effective Change Management can lead to improved organizational performance and hence aid in Continuous Process Improvement

The single most important factor in creating a culture of continuous improvement is to have it driven by leaders at all levels. I've worked in places where it was done more grassroots and in places where it was driven by the top. There's no comparison in how they perform. Getting leaders to drive this means that it becomes embedded in the culture. It means people talk about it in every scenario. It means leaders know what continuous improvement is and how it works in the company. They will ask the right questions and drive the right behavior.

Leadership Strategy Planning Culture A leader (not just a sponsor) to drive change and be accountable for performance. A strategy allows you to share a common set of goals and principles. To be able to flex as more information comes in, to adapt as the situation changes. Plans are derived from Strategy; plans don't change. If a plan is not working, change plan. A culture that embraces the need to change, to innovate, to improve. Communication Use skip meetings and regular "formal" informal catch-ups to understand what is needed at all levels. A Business Glossary to ensure a common language

There will always be influential people on staff that do not like change simply because they don't like change. Identify these people and require their participation in the process. If you really want continuous improvement culture to flourish, these people need to be persuaded to change their outlook, or find other employment. Harsh as that sounds, its a must.

- clearly communicate to teams why continuous improvement is essential - leadership plays a crucial role in setting the tone for continuous improvement - encourage innovationn and experimentation ie. establish channels for ideas sharing - establish feedback loops - invest in training and development programs to enhance employee skills and knowledge - empower employees to take ownership of their work [encourage them to identify problems, propose solutions, implement changes] - Measure progress and don't forget to celebrate successes...even the small one's - foster collaboration and teamwork - continually review and adapt the improvement process

Culture cannot be changed in a short period, but it can be cultivated through micro changes. Adopting such culture is not the sole responsibility of the management, while they held a huge aspect, it’s the responsibility of EVERYONE to make it work. Management needs to be accountable by leading example. Middle management needs to be supportive and collaborate with the ground level to execute the improvement. Ground level needs to own the solution they propose and make continuous improvement. Expect not huge improvement overnight, unless it’s already at rock bottom, but measures over a period of time. Slowly but surely, improvement can be seen, and it might not be in a direct manner.

Gamification is another way to foster continuous improvement. Something as simple as creating badges to earn for suggesting improvements can be motivating and stimulate healthy competition. Implementing a prize or bonus for process improvements that save significant time and/or money can also spur the desire to innovate and continuously improve.

🤔 Additional Considerations: Recognition & rewards: Celebrate successes and innovative ideas. Ex: Awards, shout-outs. 🏆🎉 Cross-functional collaboration: Encourage teamwork across departments to share diverse perspectives. 🌐🤝 Feedback loops: Implement regular feedback channels to identify areas for improvement. Ex: Surveys, retrospectives. 🔄📝 Experimentation: Create a safe space for testing new ideas and approaches. Ex: Pilot projects, hackathons. 🧪🚧 Leadership support: Ensure leaders model and champion continuous improvement and innovation. 🎖️🌟 By addressing these additional factors, you can further enhance your organization's culture of continuous improvement and innovation, driving success and growth. 🚀💡

If there is no individual "continuous improvement", it is not right to expect corporate continuous improvement. First of all, I think we can encourage him to constantly improve his personal life, and when it turns into a permanent behavior, we can set institutional expectations. I believe that if it cannot be done individually, it cannot be done institutionally.