What’s the key to Kaizen? A: No door to put it in.
Engagement problems? Lose the door.
My 2015 goal is to be un-ordinary. I have to change how I share: more effort on relationships, inviting tinkering to make ideas tangible.
I spent most of the ’80s and ’90s working with companies like Intel and Motorola. Each had their own version of Kaizen, a continuous improvement methodology. It has to involve everyone in an organization to have a chance at success now and in the future.
Intel did it right, at least in part, because there were so few office doors. It’s open-door culture was vital. Dave Marsing, then Intel’s New Mexico site director taught my Intel Culture class. Andy Grove, then CEO, taught my wife’s class. Who taught yours?
Having engagement problems across an organization? Bridge the chasm by opening doors.