The week before last I was in Regina teaching a two day Agile Project Leadership course for the Regina .NET User Group. One of the side conversations we had there was about Agile Organizations. Companies who not only embrace agile principles on their projects, but also within the behaviour and execution of their entire business. There is a big difference between running projects in an agile way within a traditional organization and orienting an entire company around principles that match agile values. Here are four well known and some not so well known examples:
Toyota’s lean approach is well publicized. Through their passion for worker-led continual improvement they review, learn, adapt and improve at an impressive pace. Much has been written about Toyota’s capacity to innovate and nearly all of it comes from the incorporation of many small internal suggestions. In “The Elegant Solution: Toyota's Formula for Mastering Innovation” author Mathew May describes how Toyota implements over 1 million employee suggestions per year, that is about 3000 per working day, a truly staggering number.
There is no big prize for the best suggestion picked each month. Instead all suggestions are valued equally and thanked in a small way. Toyota believes the biggest improvements come about from implementing thousands of small improvements, not waiting for the next big idea.
How do we learn from this? By creating ways for people to contribute, canvas their ideas frequently and recognize all suggestions for improvement; whether they are ultimately successful or not.