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![Three Lean Tools To Nurture Continuous Improvement
[Kaizen, Kaikaku, Kakushin] - Cyzag](https://image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-23-2048.jpg)
![Build a data-driven culture by focuses on
what matters to people in the system
Most initiatives are run as technology projects. Often,
the entire journey starts as a data science initiative or
carries a technical name such as predictive analytics
project. This alienates [delivery] teams. Given the weak
link to [these] users, the project may not address the
most significant problems — or real challenges.
Ganes Kesari (2024) Building a data-driven culture: three mistakes to avoid. MIT Sloan](https://image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-33-2048.jpg)
![Jim Harter (4th
Sept 2024) World's Largest Ongoing Study of the Employee Experience
Why great management matters
Gallup’s decades-long study of workplace culture
and business performance provides science-
based evidence that leaders can build great
[organisations] with great cultures that achieve
their financial & societal objectives - IF they
create systems that continually improve the
quality of managing. Great managers, who are
closest to their employees, are the key to
inspiring extraordinary performance.](https://image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-42-2048.jpg)
![Three Lean Tools To Nurture Continuous Improvement
[Kaizen, Kaikaku, Kakushin] - Cyzag](https://crownmelresort.com/image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-23-2048.jpg)
![Build a data-driven culture by focuses on
what matters to people in the system
Most initiatives are run as technology projects. Often,
the entire journey starts as a data science initiative or
carries a technical name such as predictive analytics
project. This alienates [delivery] teams. Given the weak
link to [these] users, the project may not address the
most significant problems — or real challenges.
Ganes Kesari (2024) Building a data-driven culture: three mistakes to avoid. MIT Sloan](https://crownmelresort.com/image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-33-2048.jpg)
![Jim Harter (4th
Sept 2024) World's Largest Ongoing Study of the Employee Experience
Why great management matters
Gallup’s decades-long study of workplace culture
and business performance provides science-
based evidence that leaders can build great
[organisations] with great cultures that achieve
their financial & societal objectives - IF they
create systems that continually improve the
quality of managing. Great managers, who are
closest to their employees, are the key to
inspiring extraordinary performance.](https://crownmelresort.com/image.slidesharecdn.com/graphicsposted2024-241228204510-fa1106d6/75/2024-50-graphics-I-posted-on-X-LinkedIn-and-or-Bluesky-42-2048.jpg)
More Related Content
Similar to 2024: 50 graphics I posted on X, LinkedIn and/or Bluesky
2024: 50 graphics I posted on X, LinkedIn and/or Bluesky
- 1. 2024: 50 graphicsI posted on X, LinkedIn and/or Bluesky Helen Bevan @HelenBevan linkedin.com/in/ helenbevanhealthcare/ Helenbevan. bsky.social
- 2. About this deck 2024represents my 16th year of sharing content that inspires me on social media. In the last twelve months, things have shifted a lot. Many people have altered their platform preferences. Some of the places where the best new content is posted have changed. We have to look harder and in more places for it. Yet social media remains one of the most important sources of new thinking and practice in improvement and large-scale change. Thing that haven’t altered for me in 2024: • Around 80% of the new knowledge and ideas that I test out in practice comes via social media • I still get the same thrill finding new content that I can use, test and share In a world that is so fast moving and complex, we need the exchange and emergence that happens when people from across systems and sectors share their learning informally and engage in positive debate. Change practice remains way ahead of change research. In this deck I am re-sharing some of the graphics that I posted that were liked and reposted the most during the year. Most of these graphics originate from other people. The source of the content is shown in every graphic (unless I created it). Thank you to everyone who includes graphics in their posts. It makes a difference in our ability to synthesise and share important principles with others. I hope these graphics inspire you as they have me. All the original articles are easy to find if you want to read more. Wishing everyone an outstanding 2025, during which we can learn, share, constructively challenge and debate, improve and make a bigger difference in the world together.
- 7. “FENCED”: Six principlesfor addressing complex challenges through systems thinking “FENCED”: Practical approaches to addressing complex challenges through systems thinking Akanimo Akpan and Colleen Magner, REOS Partners F - frame the challenge as something that is collectively owned E - establish a convening group that is diverse & represents multiple perspectives & interests N - nudge inner and outer work: mindset, beliefs, motivations & values as well as the outwardly appearing components of the system C - centre an appreciation of complexity: simplistic, linear approaches are unlikely to work; build in experimentation, rapid learning & adaptation E - embrace conflict and connection, chaos & order; holding multiple views simultaneously D - develop innovative solutions that can be tested and scaled; “best practices” may not work in every unique context.
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- 12. THE SEVEN PRACTICESFOR RADICAL COLLABORATION Seven inter-connected practices that are intended to produce movement and learning, and therefore the potential for fast, big, and fair results Source: RADICAL COLLABORATIO N TO ACCELERATE CLIMATE
- 13. Source: Organisational networkanalysis by Jeppe Hansgaard, Innovisor
- 14. We need tothink about change as a strategic conflict between the present state and an alternative vision. The truth is that change isn’t about persuasion, but power. To bring about transformation we need to undermine the sources of power that underlie the present state while strengthening the forces that favour a different future Greg Satell “We need to take a more evidence-based approach for transformation and We need to take a more evidence-based approach for transformation and change
- 15. Creativity is justconnecting things Steve Jobs “ @OzolinsJanis
- 16. Change programmes D i g i t a l t r a n s f o r m a t i o n Transfo Perfonce Quality improvement tinuous project gets PDSAs Source of graphic: adapted from Zdenek Sasek Data shows that the average employee experienced ten planned enterprise changes in 2022, up from two in 2016. Yet further research suggests that employees' ability to cope with change is 50% of pre-pandemic levels. Jenny L Magic Change fatigue – it’s time to realize this actually exists
- 17. Why new kindsof learning networks for leaders are needed and are emerging Rita McGrath (2024) Could you benefit from belonging to a peer-to-peer network? In our work with leaders in organisations, we’re finding a few characteristics that we think might indicate a peer group could be helpful. Once they get to a certain level, we’ve noticed that executive anxiety goes through the roof. It’s nerve-wracking to be working in high uncertainty all the time and to be responsible for your organisation’s sense-making role. It’s lonely – often, you feel as though nobody knows what you are going through…….Our organisations can only grow and flourish to the extent that our leaders do.
- 22. Spreading and scalinginnovation and improvement: understanding why the differences matter Helen Bevan, Diane Ketley, Roseanna Cawthorne, Charitini Stavropoulou, Harry Scarbrough https://innovations.bmj.com/cont ent/bmjinnov/early/2024/07/28/ bmjinnov-2024-001251.full.pdf Graphic by Tanmay Vora
- 23. Three Lean ToolsTo Nurture Continuous Improvement [Kaizen, Kaikaku, Kakushin] - Cyzag
- 27. NHS managers/team leadersat (Agenda for Change) bands 6-8a directly supervise up to 80% of our NHS people. These “frontline” team leaders have an outsize influence on NHS performance. Yet: • They don’t have a big collective voice in opportunities to improve NHS productivity • Only a small proportion of leadership development budgets in the NHS target them They are the people best positioned – though not necessarily best equipped or supported - to address many of our biggest challenges. Frontline NHS leader Unlocking the potential of NHS frontline leaders for productivity improvement See, for instance, BCG: “ The Hidden Potential of Frontline Leaders in the Public Sector”
- 31. Performance zone Learningzone Goal Do the best we can Improve what we do Activities for Performance delivery Continuous improvement Concentrate on Getting things done Learning while doing Leadership role modelling Leading from the front Being a learner Failure should be Avoided/minimised Embraced as part of a systematic learning process Benefits Immediate performance Future performance Two kinds of work: effort to perform (“performance zone”) & effort to improve (“learning zone”) Summarised by Helen Bevan from Is Your Team Overworking But Underperforming? by Eduardo Briceño Graphic adapted from an original by GISD ELC
- 32. Graphic via StaceyHopkins (@mme_Hopkins on X)
- 33. Build a data-drivenculture by focuses on what matters to people in the system Most initiatives are run as technology projects. Often, the entire journey starts as a data science initiative or carries a technical name such as predictive analytics project. This alienates [delivery] teams. Given the weak link to [these] users, the project may not address the most significant problems — or real challenges. Ganes Kesari (2024) Building a data-driven culture: three mistakes to avoid. MIT Sloan
- 35. Who needs tobe part of our change process? People with passion or motivation to take action People with lived experience of the issue and its context People who will be a user of, or affected by, the changes we make People with resources to contribute (money, people power) People with the authority or mandate to drive change People with specialist knowledge, skills and tools People with can broker, facilitate and/or coordinate People who can connect diverse communities Voice of intent Voice of experience Voice of capability Voice of connection Our ecosystem for change Source: adapted from a model by Bill Bannear How do we connect people who want to do something, with people who can help and support them, while staying grounded in real world need and experience to ensure it works?
- 36. 4. Champion alternativesto Zombie Leadership 2. Return to the definition of leadership 1. Recognise components of Zombie Leadership 3. Recognise the cost of Zombie Leadership Source: Haslam et al (2024) Zombie Leadership: dead ideas that still walk amongst us Four strategies for defeating “Zombie Leadership” dead and debunked ideas about leadership that continue to walk amongst us
- 37. What is “relationalinfrastructure”? …….the social connections, interactions, and collective intelligence that underpin a community, network or group’s ability to collaborate, solve problems, and drive change. It is an emergent framework of trust, shared values, and common goals that allows individuals, groups and organisations to work together effectively, pool their resources, and amplify their impact. A strong relational infrastructure can enable organisations and communities to overcome challenges, build resilience, and create sustainable social, economic, and environmental value and outcomes. Sam Rye “On relational infrastructure”
- 38. To change yourorganisation's culture, don't start by trying to change the culture Culture is how a group does the things it does. It changes because people start doing things differently or start doing different things. The causality doesn’t go the other way. Michael Beer
- 39. “The ultimate jobof leadership is not disruption, and it is not to create change; it is to create a platform for human contribution, to create the conditions in which people can do the best work of their lives.” The Problem With Change: The Essential Nature of Human Performance” by Ashley Goodall (2024) Respect for good human functioning: agency, belongingness, stability and rootedness is key to leading change
- 40. When managers betterunderstand who is really speaking and consciously exercise their agency in choosing how to communicate decisions and information, they can enhance their credibility and cultivate a sense of responsibility and ownership among their team members, which improves effectiveness across the organisation David Hollis and Alex Wright “Own your words to gain authority” MIT Sloan Management Review “Managerial ventriloquism” When we keep invoking the authority of other leaders (usually higher in the system) rather than speaking with our own voice Source of the image: WheatonArts
- 41. Leadership impact Maturity of approach Transformationsin leadership development in Jönköping Region, Sweden Developing individual leaders (personal leadership development) Developing system leaders for people-focused collective improvement Moving beyond “leadership development” programmes to the integration of leadership learning into daily work and use of “simple rules” for collective leadership Fabisch et al (2024) Transformations towards an integrated leadership development system – a longitudinal study in a high-performing public organization. Leadership
- 42. Jim Harter (4th Sept2024) World's Largest Ongoing Study of the Employee Experience Why great management matters Gallup’s decades-long study of workplace culture and business performance provides science- based evidence that leaders can build great [organisations] with great cultures that achieve their financial & societal objectives - IF they create systems that continually improve the quality of managing. Great managers, who are closest to their employees, are the key to inspiring extraordinary performance.
- 43. The bosses weremember Source: Vala Afshar Sketchnote: Anuj Magazine
- 44. Seven key propositionsfor the future of management 1.Innovation, more than efficiency 2.Ecosystems, more than single institutions 3.Long-term, more than short-term focus 4.Human augmentation, more than automation 5.Management as an art, more than a science 6.Reality grounded, more than ideology 7.Self-renewal capacity – not revolution Source: The Next Management, Richard Straub, The Drucker Society
- 45. The FUTURE Frameworkfor creating the conditions to embed futures thinking into organisational culture Source: Mountain Moving Co (2024) The FUTURE Framework www.mountainmoving.co/insights/future-framework
- 47. How the knowledgestructure of a human-centred organisation is different to that of a bureaucratic organisation Humans are resources Maximising compliance Stratification Standardization Specialization Routinization Formalization Alignment Predictability Humans are resourceful Maximising contribution Ownership Meritocracy Experimentation Agency Community Openness Balance Bureaucratic organisation Human-centred organisation Source: adapted from Gary Hamel
- 48. Source: adapted fromEmily Webber Good practices Creating new knowledge Learning for improvement Guidelines and strategies A domain of professional practice Professional goals A community and a practice are not the same thing, but they are brilliant together
- 50. On cynicism andhope Quotes from Hope for Cynics: the surprising science of human goodness Cynicism is not a radical worldview. It’s a tool of the status quo Hope is not a lottery ticket you can sit on the sofa and clutch, feeling lucky….It is an axe you break down doors with in an emergency Jamil Zaki Rebecca Solnit