Lean Aerospace Initiative Plenary Conference presentation, Lessons Learned on Distributed Leadershi

Carroll, Prof. John S.

DSpace@MIT

 Leading the Lean Enterprise:The Dynamics of Distributed LeadershipLessons Learned on Distributed LeadershipProf. John S. CarrollLean Aerospace Initiative Plenary Conference April 20, 2006web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 2Enabling ActionBuilding Knowledgeand SupportiveRelationshipsLAI Value Delivery SystemTransformationProjectsR E S E A R C HCommunicate& CoordinateProducts& ToolsEducationShare Knowledge& ExperienceNetwork& PartnerWe’re doing this!web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 3Conference Accomplishments• We shared stories of progress, impact, insights,lessons learned, principles, problems, plans, andprospects for the future• We continued to build a learning communityand network of resources bridging acrossgovernment, industry, and academia• We challenged ourselves to dream big: fromlocal projects to national and global enterprises,from operational to strategic, from customers tostakeholders, from aerospace to healthcare• We had fun!web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 4Some Observations of theConference• A lot of positive energy in the room during thetalks:  real interest, excitement, continuingconversations into the breaks• A trusting atmosphere where people could revealsetbacks as well as successes, ask toughquestions, and talk about the politics of change• “Change management is a full-body contact sport”:many examples of learning from others, inside andoutside the organization and the industry, askingfor and getting help• Our graduate students have had wonderfulconversations and offers of support (more needed)web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 5Voices Of The Consortium• “We are here because we have committed ourselvesto moving out to the ‘edge of the blade’”• “It’s easy to transform when you’re on the eleventhstep of the gallows”• “If Pratt and Whitney can do it, anybody can”• “The only wrong way is not to start at all… dosomething and learn from it”• “Once you take the human out and try to do it bynumbers alone, you’ve lost”• “Culture change takes a long time… if somethingdoesn’t work in six months we think we have failed”• “We deploy lean with our people rather than on ourorganizations”• “The ice-cream sandwich syndrome”web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 6More Voices of the Consortium• “Leadership engagement is necessary”• “I spoke about it everywhere”• “Keep the squeeze on”• “He’s retiring in 2 years… he’s leaving next year… whatdo we do to make sure lean isn’t just a blip?• “IPT structure empowers leaders at all levels”• “So much of this is just getting people to talk to eachother.  You put them in the same room and things justhappen.”• “The best part for me is when they grab the chalk out ofmy hand”• “I am a recovering engineer”web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 7Wrestling With Big Questions• Deliver tactical results and enterprise transformation• Does change require a “burning platform”?  Can amature culture sustain and grow lean without fear?• Does the same approach work in every organization,defense or civilian, large or small?  Top-down,bottom-up, middle-up-down?• Leaders go first, except when they go second.  Howcan we socialize, coach, and challenge leaders, i.e.,“bend but don’t break”?• How can we influence things outside our control orstop trying? E.g., “…like trying to teach a pig to talk…it wastes your time and annoys the pig”web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 8Spiral Developmentevents black belt trainingEVSMABHAGsleadershipcommitmentstandardprocessesculturesupplychainsystemthinkingknowledgesharingenterpriseparticipationbenchmarkBLInGcapabilitiesweb.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 9MIT Distributed Leadership ModelVisioningSensemakingInventingRelatingWhat can bepossible?What’sgoing on?How to getpeople todo it?What do wehave to do?web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 10Distributed Leadership andEnterprise Transformation• Sensemaking – shared language and concepts,open communication, EVSMA, LESAT, commonmetrics, seeing the waste• Visioning – shared purpose, customer focus,BHAGs• Relating – trust building, engaged leadership,networks, communities of practice• Implementing – process facilitation, tiered IPTs,shared tools, CIP, spiral development, trainingweb.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 111.How can I understandhow my organization/  enterprise currentlyoperates within itslarger context?2.How can I define andevaluate the futurepossibilities for amore efficient andeffective enterprise?3.What are the mosteffective strategiesand tactics to achievethese futurepossibilities for myenterprise?4.How can I best managethe enterprisechange process?LAI Grand Questions Derived from theTransformation Imperativeweb.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 12Distributed Leadership Lessons• There is no transformation without leadership –transformation requires the same capabilities!• Leadership is distributed throughout theorganization among executives, line and projectmanagers, subject matter experts, and networkbuilders (not just in “leader” positions)• Effective leadership is not about commandingobedience but about developing leadershipcapabilities throughout the organization:  “Thefunction of leadership is to produce more leaders”web.mit.edu/lean © 2004 Massachusetts Institute of Technology   Nightingale/032404 - 13Parting Thoughts• We are all part of this learning community.• We need your participation and inputs.• Help us make research part of all we do. If“research is the seedcorn of LAI,” thenleadership is cultivating, weeding, fertilizing,watering,…• Your inputs are essential in shaping theConsortium’s future direction and goals.• Hope you have enjoyed the conference andare taking away some new ideas you can use.• Stay connected!  See you next year!

Leading the Lean Enterprise: The Dynamics of Distributed Leadership

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Leading the Lean Enterprise: The Dynamics of Distributed Leadership

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