Hand Drawn Chart Saturday
Imagine: A chart showing the flow of productivity as time goes by. The flow is interrupted by an event then begins against a higher level.
There are two basic strategies for process improvement, discontinuous and continuous (or incremental process improvement). While continuous change may have a large impact overtime, discontinuous changes, to use a baseball phrase, reflects a swing for the fence or a home run swing. Said another way, discontinuous change focuses on delivering lots of value quickly.
Discontinuous process improvement reflects a major change in how work is done. For example, an immediate shift from plan based development (waterfall) to Agile or shutting down mainframe and shifting to cloud computing.
Why would an organization assume the pain, effort and risk of discontinuous change? In some cases it is because the organization has no choice, it is either change or die. No other cases the organizational culture is more likely to embrace a single large change rather than many small changes. The goal of discontinuous process improvement is to reset the assumptions that underlie productivity through the introduction of a large unavoidable change. The change event creates an environment so that the behaviors and rules that generate a specific productivity can be changed so that the organization can deliver value more efficiently than before the change.
FYI: I am posting from China, if the photos are off or the timing is wonky I will correct when I get back.