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If you want powerful results, you’ve dysfunctional. They fail on at least
got to get outside-in. But, getting three of five criteria: 1.) meeting
outside-in has to be part of a a planned budget; 2.) staying on
“capabilities system” according to schedule; 3.) adhering to specifications;
this article. Getting outside-in with 4.) meeting customer expectations;
LSS shouldn’t be including a few and/or 5.) maintaining alignment
random customers. with the company’s corporate goals.”
Too Focused on minutia - 75% of Cross-Functional Teams Are
Dysfunctional, Harvard Business Review,
Think Big. Most LSS teams Behnam Tabrizi, June 23, 2015
are focused on the shop floor
improvements or achieving the From this study, consider this
next level of perfection within a perspective: as we focus on small
single business process. Most LSS improvements, we can entirely lose
programs lack the proper executive track of the larger objectives. We
sponsorship so the few focus on tune a process just as that process is
cross-functional improvements. The de-emphasized. Or, worse yet, we
LSS efforts that do take on cross- focus on a small Kaizen in a non-
functional efforts tend to get lost strategic area, wasting valuable time
in cross-functional dysfunction. and resources. We’re missing the
Unfortunately, this can mean larger impacts.
that most LSS teams pursue small
changes or let dysfunction get in the The larger impacts are most often
way of larger results. found focusing on strategic, cross-
functional processes that are broken.
“In a detailed study of 95 teams in If you’d like further insights on how
25 leading corporations, chosen by to get your LSS program back on
an independent panel of academics strategic results, click here to read
and experts, I found that nearly more about profit focused LSS.
75% of cross-functional teams are
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