CIO Straight Talk - Issue 2 - 52

Less Work, More Satisfaction
One result of this project that was particularly interesting
was the gain in productivity: 43% improvement. At the
end of the project, the team was almost half its former
size. That was very significant, particularly considering
the improvements in the quality of the work as indicated
by the other metrics.
I was a bit worried that the members of the team would be
concerned about seeing their friends and colleagues leave.
I thought that if all of the quality metrics had improved
that significantly, they may be very stressed and under a
lot of pressure. I went to visit the team and did an unannounced floor walk. What surprised me most was the
number of people that came up to me and said how much
the Lean program had helped them, and how they liked
the daily huddles. They liked the fact that they were able
to focus on problem-solving and improvements to their
daily tasks instead of knowing every day that there is a
backlog of tickets that they need to tackle. They also liked
the fact that their colleagues were able to move on to
better roles and jobs.
Not only was this a positive experience, it was also very
sustainable from the team’s point of view. We chose Muri
as the core of our Lean IT work and the name of the
program because the key question for us was, How do we
lessen the burden on our teams? There is a lot of waste
that they have to deal with on a daily basis, so how do we
make their lives easier? The results show that their work
became significantly less burdened by non-value-adding
activities, the quality of the service that they are delivering
has improved and as a result, our clients’ lives have been
made easier as well.
All Together Now

partner such as HCL, which has invested heavily in learning, adopting and implementing the Lean approach.
If you look at implementations of Lean principles in other
companies and industries, you find out that senior management support is a very important success factor. One of the
things we have done is to organize site visits for senior
executives. There are visits to other companies with a
mature Lean program to listen to what they have learned
and there are quarterly visits to our offshore teams to see
first-hand how things are working on the ground level.
I wanted top management support for the program, but did
not want them to mandate the program. I felt if it was
mandated at a senior level, we would get buy-in for six
months, but then people would gradually lose interest.
What I want them to do is to show support and encourage
their teams, but it is up to my team to make sure that we
bring along mid-level management and the people on the
ground in terms of understanding the program and
embracing it.
To that end, the people leading the projects – we call them
navigators – are all senior managers in each of the
functional areas we touch. They are not experts parachuting into the organization. This way we make it clear that
the program is about helping the teams that already
deliver the service understand how they can use Lean
methodologies to improve it.
I feel very strongly that if you do not do that, people will
perceive this as something that is being done to them.
Instead of me saying, “Here are the Lean objectives. You
need to meet those objectives. This is why you must do the
program,” it should be something that they feel that they
want to do. Otherwise, we will not be able to achieve our
long-term objective, which is to embed the Lean principles
in the organization and make it business as usual.

A program like Muri cannot succeed without the support
and involvement of top management, employees and a

The Takeaway
Three things are vital to driving an effective Lean implementation program:
• Get people to adopt a mindset and culture of continuous improvement.
• Institute practices to ensure that the new mindset is sustained over the long term.
• Establish some Key Performance Indicators, so that the benefits of any improvement can be
measured quantitatively.
It is the mid-level and ground staff that make or break any change management initiative like Lean. Making them understand and
embrace the program is of vital importance. Senior management support is key but not in the form of a top-down mandate.

52

// CIO Straight Talk



CIO Straight Talk - Issue 2

Table of Contents for the Digital Edition of CIO Straight Talk - Issue 2

CIO Straight Talk - Issue 2
Contents
So What Do CIOs Want
Innovation at the Periphery
The CIO as Thought Leader
Career Move: From Managing Technology to Managing Change
Every CIO is in the Information Business
Analytics and Decision Making
Putting IT at the Center of the Customer Experience
Pick n Pay Focuses on Delivering Value to Customers
Bringing "Lean" to IT
Whither the Cloud in a Stormy IT Enviroment?
Management by Driving a Stake in the Ground
From Data Processing to Orchestrating Knowledge
Extreme Collaboration
Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - CIO Straight Talk - Issue 2
CIO Straight Talk - Issue 2 - Cover2
CIO Straight Talk - Issue 2 - 3
CIO Straight Talk - Issue 2 - Contents
CIO Straight Talk - Issue 2 - 5
CIO Straight Talk - Issue 2 - So What Do CIOs Want
CIO Straight Talk - Issue 2 - 7
CIO Straight Talk - Issue 2 - 8
CIO Straight Talk - Issue 2 - 9
CIO Straight Talk - Issue 2 - 10
CIO Straight Talk - Issue 2 - 11
CIO Straight Talk - Issue 2 - 12
CIO Straight Talk - Issue 2 - 13
CIO Straight Talk - Issue 2 - 14
CIO Straight Talk - Issue 2 - 15
CIO Straight Talk - Issue 2 - 16
CIO Straight Talk - Issue 2 - 17
CIO Straight Talk - Issue 2 - Innovation at the Periphery
CIO Straight Talk - Issue 2 - 19
CIO Straight Talk - Issue 2 - 20
CIO Straight Talk - Issue 2 - 21
CIO Straight Talk - Issue 2 - The CIO as Thought Leader
CIO Straight Talk - Issue 2 - 23
CIO Straight Talk - Issue 2 - 24
CIO Straight Talk - Issue 2 - 25
CIO Straight Talk - Issue 2 - Career Move: From Managing Technology to Managing Change
CIO Straight Talk - Issue 2 - 27
CIO Straight Talk - Issue 2 - 28
CIO Straight Talk - Issue 2 - 29
CIO Straight Talk - Issue 2 - Every CIO is in the Information Business
CIO Straight Talk - Issue 2 - 31
CIO Straight Talk - Issue 2 - 32
CIO Straight Talk - Issue 2 - 33
CIO Straight Talk - Issue 2 - Analytics and Decision Making
CIO Straight Talk - Issue 2 - 35
CIO Straight Talk - Issue 2 - 36
CIO Straight Talk - Issue 2 - 37
CIO Straight Talk - Issue 2 - 38
CIO Straight Talk - Issue 2 - 39
CIO Straight Talk - Issue 2 - Putting IT at the Center of the Customer Experience
CIO Straight Talk - Issue 2 - 41
CIO Straight Talk - Issue 2 - 42
CIO Straight Talk - Issue 2 - Pick n Pay Focuses on Delivering Value to Customers
CIO Straight Talk - Issue 2 - 44
CIO Straight Talk - Issue 2 - 45
CIO Straight Talk - Issue 2 - 46
CIO Straight Talk - Issue 2 - Bringing "Lean" to IT
CIO Straight Talk - Issue 2 - 48
CIO Straight Talk - Issue 2 - 49
CIO Straight Talk - Issue 2 - 50
CIO Straight Talk - Issue 2 - Whither the Cloud in a Stormy IT Enviroment?
CIO Straight Talk - Issue 2 - 52
CIO Straight Talk - Issue 2 - 53
CIO Straight Talk - Issue 2 - 54
CIO Straight Talk - Issue 2 - 55
CIO Straight Talk - Issue 2 - Management by Driving a Stake in the Ground
CIO Straight Talk - Issue 2 - 57
CIO Straight Talk - Issue 2 - 58
CIO Straight Talk - Issue 2 - From Data Processing to Orchestrating Knowledge
CIO Straight Talk - Issue 2 - 60
CIO Straight Talk - Issue 2 - 61
CIO Straight Talk - Issue 2 - Extreme Collaboration
CIO Straight Talk - Issue 2 - 63
CIO Straight Talk - Issue 2 - 64
CIO Straight Talk - Issue 2 - 65
CIO Straight Talk - Issue 2 - Enterprise Mobility: Delivering the Connected Customer Experience
CIO Straight Talk - Issue 2 - 67
CIO Straight Talk - Issue 2 - 68
CIO Straight Talk - Issue 2 - 69
CIO Straight Talk - Issue 2 - 70
CIO Straight Talk - Issue 2 - 71
CIO Straight Talk - Issue 2 - 72
CIO Straight Talk - Issue 2 - 73
CIO Straight Talk - Issue 2 - 74
CIO Straight Talk - Issue 2 - Cover3
CIO Straight Talk - Issue 2 - Cover4
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