Previously in this series, we looked at applying the principles of process improvement (PI) to itself. We identified metrics that help define effective and efficient PI, and then analyzed some work practices that help drive these metrics. Here, we move on to analyze more work practices, this time aimed at improving speed to market, degree of standardization, and reuse of learning—along with what helps sustain the changes introduced.

Speed to market

Speed to market is a critical driver of return on investment at multiple levels. Longer PI projects invariably cost more due to management and governance overheads, and they also delay the realization of benefits. Long projects are at greater risk of failing because the assumptions under which they were planned change over time. What’s more, in certain contexts, duration of projects directly affects the agility with which businesses can respond to threats or capitalize on opportunities.

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