Transformation through 'lean'.

Transformation is not a small undertaking;- if you are in an organisation that is firmly grounded in practices and processes forged well before the "Online Channel" ever existed.

But is it hard ?

The size of a given task is not equally related to its complexity.

Consider having to pick up by hand a bag of rice, that has been split, on a smooth uncluttered floor.

Certainly a large task, but it's not complex.

If you had to use a pair of chop sticks to do this and could only pick one up at a time, then it would be a large and complex task and could be considered a hard task.

Is transformation complex ?

Certainly aspects of transformation are more complex than others but I think it depends on how one chooses to go about it. And, what you choose to begin working on first.

I am approached about what I typically begin with when working to transform a new organisation.

My response is usually "simply starting to implement lean thinking and practices."

As someone who long ago converted to lean and agile thinking and practices, I have seen the impact and benefits. It is through lean and agile that I was able to design, prototype, deliver and monitor within in existing, limited resources:

• the Premier driven online Right to Information application in 8 weeks (2009),
• the Premier driven Open Data Portal in 6 weeks (2012),
• a new online service every 15 business days in the Justice Service division (2015).

These are a few of numerous examples.  And, given these occurred within a government setting, speak volumes.

Lean has been around for a number of years and has a rich background and history.

It works.

Like all things it works if it is implemented correctly. Just like 'agile', if you attempt to implement lean in word only, it will fail. It is a discipline just like Prince 2, PMBOK and Six sigma; and needs to be treated with respect.

What is the best area in your business to start implementing lean and agile practices ?

If you are just beginning to consider lean and agile for your business I suggest you start in the area responsible for your online service delivery channel. Be it application development, maintenance, web content, customer research, design etc.

These areas and functions lend themselves to lean and agile, and are starting to become normal and standard methods.

Start with the administrative aspects to these areas. Run your value mapping over the internal reports, governance and communications.

Many years ago, when I first did value mapping activities with a business area I was responsible for, the team could not determine, yet alone map the value derived from spending time creating 'pretty' word templates to document the creative design sessions they ran. Even though this was taking on average 1.5 hours.

My response to the team - stop doing it. Take a photo of the whiteboard, butchers paper etc and put that in your documentation.

They did. No one complained. It started a whole range of transformations.

Ever since, I have used lean as a vehicle to help people to think differently and to challenge why things are done the why they are.

That is after all, what you need to happen when you are transforming an organisation, is it not ?