GETTING STARTED IN YOUR ORGANIZATION |
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In the Preface, I suggested that by the end of two years, you ought to enjoy substantially improved performance and have all the elements of a culture of rapid improvement in place. When I encounter businesses where the improvement efforts have been “in progress” for longer than two years without achieving a step change in the pace of improvement or without achieving autonomous participation, there is always an identifiable problem.
There are several possible causes for the problem of a business that has a case of the chronic slows, but four failures of leadership are the most common:
■ Reason 1: Management has attempted to jump directly to autonomous action, but did not establish the required ...
