Organizations over the past decade have invested millions, if not billions, of dollars in continuous improvement programs with the aim of removing waste and, ultimately, cost from their operations. Yet through a lack of consideration to strategic alignment they can end up wasting significant amounts of continuous improvement resources thereby undermining the philosophy and intent of the programs.
A key issue we observe in many organizations today is that their continuous improvement programs have become increasingly disconnected from the organization’s strategy and have evolved as standalone entities focused on efficiencies and cost. They are, therefore, much more focused on the operational context— “doing things right” (better)—rather than on the strategic context—“doing the right things”—which means finding solutions to concerns related to products and markets.
Executives are measured by how effectively their organization’s strategy is executed. And while the increased profits that come from an effective continuous improvement implementation are welcomed, it is rare that an organization can save its way to growth and glory without also enhancing its capabilities to innovate and expand.
To align operational initiatives with strategic goals, continuous improvement must be targeted at areas deemed to be of strategic importance. This is critical to the successful execution of the organization’s strategy.
One size continue verbetering past niet in alle delen van de organisatie. Het soort dagelijkse discipline dat in een productieomgeving vereist is, kan onnodig, of zelfs destructief zijn in O&O. Het is onbetwistbaar dat discipline belangrijk is bij de ontwikkeling van producten en diensten, maar niet in die mate dat het de creativiteit ontmoedigt of verplettert in wat een bron van concurrentievoordeel voor de organisatie is.