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How to make change management happen in the most effective way

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Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

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Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Thriving in the Age of Digital Adoption: Overcoming the Fear of AI (part 1)

“What if artificial intelligence takes over my job? What if I become redundant?” Every one of us has experienced technology encroaching on our lives, more and more so with each year that passes. It appears that technological innovation is a certainty that is only...



Mac Consulting

Integrated Excellence

INTEGRATED EXCELLENCE
INTEGRATED EXCELLENCE

Lean and Agile approaches have been the focus in the business world for some time. More recently, Design Thinking has become the latest trend for businesses. This is not to say that Lean and Agile approaches have become less relevant, but individuals are actively experimenting with new ways of looking at problems.

Although the three approaches may seem contradictory to each other since they are methods that are primarily aimed at addressing different situations, various aspects within each approach can work together to provide a positive outcome.

This integrated view of these approaches contributes towards designing and executing sustainable strategies where everybody can get involved in improvement, everywhere, every day. In short, the focus is looking to continuously improve everything and achieve excellence through people.

First, to look at each approach individually:

Design Thinking Principles and Practices – explore the right problems

Design Thinking is about focusing on the future to identify problems and breakthrough solutions in future business requirements or customer needs. This is done through experimentation while dealing with ambiguity and uncertainty.

This is the ‘problem finding’ approach.

Lean Principles and Practices – build the right things

Lean offers a different mindset for developing integrated management and measurement systems. It is important for organisations to focus on their current environment and foundations, which are well-known to them, in order to identify the opportunities and problems in the current culture, structure, systems and processes, as well as to test their beliefs to learn their way to the right outcomes and to improve business performance.

This is the ‘problem solving’ approach.

Agile Principles and Practices – build the things right

Agile is related to Lean – the differences are around what these mindsets are applied to and how they are applied. Agile involves delivering solutions, working in a fast and iterative way as well as focusing on the needs of customers and adding value to the business; all within changing and uncertain conditions, where people must respond dynamically and adapt to these changing requirements.

This is the ‘solution delivery’ approach.

INTEGRATED EXCELLENCE

Although these are fundamentally different, they all:

  • Focus on purpose, transparency, alignment and autonomy – to set teams up for success
  • Measure what matters – in clear, short cycles
  • Make decisions based on learning – practise continuous learning and continuous improvement
  • Consider many mindsets in one team – ensuring there is a balanced team with a shared vision
  • Take the final user into account – looking at customer value and business value as the same thing

Too often, the question is “Lean or Agile?” where there is an exclusion of principles simply because it falls under a different approach. The real benefit comes when we bring all three of these mindsets together.

It is therefore possible to integrate these approaches and to use them in combination:

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