SEARCH tel. +44 (0)203 031 2900 CHALLENGE US PINNED ACCOUNT LOG OUT HOME ABOUT IDEAS LIBRARY IDEAS BY INSTITUTIONS Home Ideas Library Lean Thinking – Increased Innovation 10.13007/019 Ideas for Leaders #019 Lean Thinking – Increased Innovation Key Concept Being Lean should not impact an organization’s innovative environment. In fact, freeing up resources can actually increase innovation. Lean thinking should be instilled in a company through leaders; however, middle-managers can also apply simple strategies to simulate creativity at all levels of the organization. Idea Summary In this White Paper, the author looks at how organizations can free up necessary resources to pursue their overall business strategies. Identifying the ‘waste’ and ‘complexity’ in a company can free up people and space needed to do so, calling this process becoming ‘Lean.’ As we Lean the business, says the author, enthusiasm is generated, ideas start to surface, and we recognize that there are opportunities here we didn’t realize existed. Those opportunities were buried behind the time and effort required to manage the ‘stuff’ in the business no one cared about. The author gives the example of a number of companies that have successfully focused on leaning out what people did not want and essentially developing new business that really excited the market, citing Cirque du Soleil and Netflix as examples. Furthermore, he proposes that ‘Lean’ and ‘innovation’, although odd bedfellows can work successfully together. Commenting on a recent survey done of top- level executives that asked what the largest barriers were to innovation in their companies, he highlights that their answers pointed to a short-term focus and a lack of resources. Lean addresses those issues. The author also says that contrary to popular opinion, a post-recession environment may be one of the best times to pursue an innovative agenda. Applying Lean supports the resources requirement in a company and drives the right culture that facilitates innovation, regardless of the economy. Share Authors Cross, Barry Institutions Queen’s University School of Business Source White Paper Idea conceived 2008 Idea posted January 2013 DOI number Subject Cost Strategy Business Model Innovation Creativity and Innovation Productivity
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6/3/2015 Lean Thinking – Increased Innovation | Ideas for Leaders
Home Ideas Library Lean Thinking – Increased Innovation
10.13007/019
Ideas for Leaders #019
Lean Thinking – Increased Innovation
Key Concept
Being Lean should not impact an organization’sinnovative environment. In fact, freeing up resourcescan actually increase innovation. Lean thinking shouldbe instilled in a company through leaders; however,middle-managers can also apply simple strategies tosimulate creativity at all levels of the organization.
Idea Summary
In this White Paper, the author looks at howorganizations can free up necessary resources topursue their overall business strategies. Identifying the‘waste’ and ‘complexity’ in a company can free uppeople and space needed to do so, calling this processbecoming ‘Lean.’
As we Lean the business, says the author, enthusiasmis generated, ideas start to surface, and we recognizethat there are opportunities here we didn’t realizeexisted. Those opportunities were buried behind thetime and effort required to manage the ‘stuff’ in thebusiness no one cared about. The author gives theexample of a number of companies that havesuccessfully focused on leaning out what people didnot want and essentially developing new business thatreally excited the market, citing Cirque du Soleil andNetflix as examples.
Furthermore, he proposes that ‘Lean’ and ‘innovation’,although odd bedfellows can work successfullytogether. Commenting on a recent survey done of top-level executives that asked what the largest barrierswere to innovation in their companies, he highlightsthat their answers pointed to a short-term focus and alack of resources. Lean addresses those issues.
The author also says that contrary to popular opinion,a post-recession environment may be one of the besttimes to pursue an innovative agenda. Applying Leansupports the resources requirement in a company anddrives the right culture that facilitates innovation,regardless of the economy.
ShareAuthors
Cross, Barry
Institutions
Queen’s University School of Business
Source
White Paper
Idea conceived
2008
Idea posted
January 2013
DOI number
Subject
Cost StrategyBusiness Model InnovationCreativity and InnovationProductivity
The author outlines three steps as the basic startingpoint for becoming Lean:
1. Apply some basic Lean principles to identify the waste andcomplexity in the organization.
2. Foster a creative culture. Build on the empowerment andenthusiasm generated by Lean. Balance efficiency with creativity.
3. Fail early and often. One of the easiest ways for innovations toderail is failing to identify the target customer. Get models,prototypes, simulations and other demonstrations in their handsearly to hone in on their sense of value.
The author also suggests avoiding being too tacticaltoo early, without the proper supporting culture andexecutive enthusiasm behind it. It is only whenorganizations recognize this as a philosophy and wayof life that is applicable in good times and in bad, andreally understand it, that it sticks.
For middle managers, he admits that organizationally,Lean needs to come from the top; it needs to be partof the culture, and culture is driven by the behaviourof leadership. However, where this is new to acompany and leadership hasn’t quite bought in yet, headvises a five stage 5xS strategy to exercise on the areaaround theirdepartment: Sort, Straighten, Shine, Standardize,and Sustain.
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References
Lean Innovation. Barry Cross. Queen’s ExecutiveDevelopment Centre White Paper (June 2008).
Further Reading and Relevant Resources
Barry Cross’s profile at Queen’s School of Business on LinkedIn
Queen's School of Business Executive Education profile on IEDP