Specifically, I had an opportunity to engage in meaningful conversations with some fellow travellers in the change field.
Sometimes I think I’m the one that gets the most from such one-on-one talks. But then I receive a message from a colleague that makes it clear my ideas have left an impression.
One such note that recently popped into my inbox described what can happen when a spark catches fire.
Here are some highlights….
“Here are some of the key work elements which I have been able to put in place since we met.”
- Introduction of Work-Climates:
- I brought forward the concept of Work-Climates, to help with our transformation from mass production to lean/agile, as it fits very well in our situation. It has helped with teams/people who are active in changing our culture keep their motivation and drive.
- Making the customer part of the transformation:
- Validating with the customer is one of our biggest issues. Up until now, we have demonstrated epistemic arrogance for what the customer wants without even checking or validating with them. From our discussions, and your talks, I have been able to reposition how valuable this is.
- Moving from vertical metrics to horizontal metrics
- This concept had opened key individual’s eyes to move away from “how I am doing” to “how is the customer doing”. This is in line with “You get the behaviour you design for, or fail to design for”. If we truly want to change our focus and include the customer throughout our process, then we must define and promote what is valuable to the customer.
There was more, but what was exciting to me was how this person took my ideas and made the process his own, shaping it to the realities of his workforce.
If you would like to talk to me about how to make your workforce into an adaptive dynamo, please contact me.