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Kanban Change Leadership: Creating a Culture of Continuous Improvement by Klaus Leopold, Siegfried Kaltenecker

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13 CONCLUSIONS FOR KANBAN CHANGE LEADERSHIP

What are the conclusions from all we’ve seen so far for Kanban change leadership? Which forms of leadership are necessary for the creation of a culture of continuous improvement? Given the complexity of today’s business world, if we do not want to give up at the first stumbling block, there are three important conclusions that can be drawn from what we’ve seen so far. In today’s change management, we are primarily concerned with:

  1. Mindfulness of what is happening in the market and in the organization, that is, observing, hearing, having a good feel for things, and meeting customers’ desires
  2. Professional communication, outward as well as inward, with all relevant stakeholders across organizational boundaries, hierarchical levels, technical departments, and beyond
  3. Agile modeling of the change process through the application of state-of-the-art methods

Mindfulness, professional communication, and agile modeling of processes are the three central factors of any promising Kanban change management, as well as being our survival kit for the cultural journey toward continuous improvement. But this needs a little explanation.

13.1 MINDFULNESS

As we have already extensively shown, Kanban begins with mindfulness. A good overview of the current situation is at the heart of this mindfulness. Current work processes are examined from various perspectives and made visible on the Kanban board. We are here concerned with a well-structured ...

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