Continuous Improvement (CI) commonly takes many forms in todays’ organizations. Some companies take a very surgical approach, applying CI selectively to the high-profile corporate “strategic imperatives”. Others may engage dedicated change agents with specially honed skills to resolve specific process or product gaps. Sometimes companies train the multitudes and encourage CI through suggestion systems and recognitions programs. Whatever your chosen tactical means of deploying CI within your organization, I want to recommend considering and incorporating an incremental Continuous Improvement component to your current approach.
It can be tempting when we consider Continuous Improvement, to focus on opportunities that represent a leap in our performance or maybe an immediate competitive advantage. However, these opportunities do not present themselves very often. If we fixate on the leaps we often miss that the ability to support disciplined and consistent incremental change is the long-term game-changing capability of market-dominating organizations. But who has the patience for that? Sure, leaps are important, but the ability to sustain your forward momentum over time is the key to lasting success.
So why would I advocate for small, consistent, and repeatable improvements over large ones? Turns out, the tortoise may have had the right idea after all. Here’s five reasons why.
First, including small improvements in your regular work exercises a very important muscle for each of your teammates. The ability to plan and execute small experiments to refine a process or solve a problem is a valuable skill that anyone at any level can develop. It sharpens our logic, expands our critical thinking, and stimulates our curiosity. Each individual needs this experience. The whole team benefits collectively as the individuals benefit personally.
Secondly, small improvements represent minimal risk to organization. The larger the initiative, the greater the gamble. Having a healthy level of diversification in your CI programs helps to mitigate risks and hazards.
Third, to develop a habit, we humans need frequent, deliberate practice – ideally with supervision. Regular improvement, characterized by experimentation, is difficult to develop as a habit in fits-and-starts. By doing it regularly and quickly, we can condition ourselves to adopt the routines and the associated thinking without much difficulty.
Next, as individuals adopt the desired behaviors and mindset of rapid and incremental improvements, it gradually becomes part of a lasting and sustainable shared culture. Culture cannot shift in an instant but must be carefully and consistently influenced over time. Therefore, delay is waste if we desire to impact our culture in this manner.
Lastly, a culture of improvement – at every level – is a competitive advantage in any marketplace. Imagine the potential dominance an army of change agents has over an organization where change is relegated to a chosen or elite few. Why not tap into the collective brainpower of your entire team? Collaborative and empowered improvements, even small ones, generate enthusiasm and belonging that will invigorate your organization.
Incremental Continuous Improvement is nothing new, but it flies in the face of the “Go big or go home” mentality we often see. It requires training, empowerment, and sometimes a nudge of encouragement to get the ball rolling. If you’d like to take a closer look at the incremental approach, investigate some of the pioneers like Mike Rother or Paul Akers who have popularized some fantastic techniques. Fortunately, you likely don’t need to completely retool your CI program, but adding Incremental Continuous Improvement could yield your organization some incredible long-term returns.
Lean in and Lean on.