How to Map Your Culture for a Lean Transformation

60 to 70% of change initiatives fail.

When organizations decide to adopt lean principles, they focus on lean tools such as value stream mapping, 5S, Kanban, etc.

And this is not an absolute malpractice, when you just testing the waters.

However, it’s rarely the case that a Lean initiative fails due improper 5S implementation.

I have never seen it! Have you?

It’s always a hidden problem. You know it’s a cultural in nature, but you can’t see it, you can’t hold it.

It’s intangible.

Here’s where Dave Gray’s Framework comes into play: The Culture Map

Organization culture is a thing. It’s the values, beliefs, and behaviors of people that have been practiced in the organization for a long time, and getting punished or rewarded.

It’s the informal code of conduct before the formal one.

If you have an important change initiative, do a Culture Mapping scan. It reduces risk and increases your chances of success.

Let's break down each component of the Culture Map:

1) Outcomes:

Outcomes are the results or goals that your organization wants to achieve. These are the things that you're aiming for.

Examples:

• Growing sales revenue
• Developing innovative products
• Improving employee retention

2) Behaviors:

Behaviors are the actions and habits of people within your organization. It's what people actually do day-to-day, how they work, and how they interact with each other and with customers.

Examples:

• Teams collaborating effectively to solve problems
• Employees going above and beyond to help customers
• People consistently following safety procedures

3) Levers (Formal):

Formal levers are the official, tangible things in your organization that influence behaviors. These are the structures, systems, processes, and policies that are put in place to shape how work gets done.

Examples:

• The organizational hierarchy and reporting structure
• Performance management and compensation systems
• Standard operating procedures and workflows

4) Levers (Informal):

Informal levers are the unwritten, intangible aspects of your organization that also shape behaviors. These are the values, beliefs, norms, and social dynamics that evolve over time based on people's interactions.

Examples:

• The level of trust and psychological safety within teams
• The unwritten rules about how decisions get made
• Attitudes towards risk and failure

Before embarking on your Lean journey, take the time to map your organizational culture.

By clarifying your desired outcomes, assessing current behaviors, and analyzing the levers that shape them, you'll be better equipped to align your culture with Lean principles.

Remember, a successful Lean transformation requires more than just tools; it demands a culture that embraces continuous improvement, respect for people, and a relentless focus on delivering value to customers.

???Have you ever used The Culture Map or similar tools? Let me know in the comments.

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Thanks for reading!

Mohammad Elshahat