How many of you have been through a lean Six Sigma (LSS) project or business transformation and there was no internal conflict between employees or among managers? My guess is very few. In any LSS project, company transformation, or change initiative there are going to be instances of love and war.

Although many C-level executives aren’t likely to cite these instances as top challenges of transformation agendas, they realize that people both create and endure friction within their organizations, and projects can sometimes fail. 

So what can a C-level executive do to ensure that the people charged with implementing a LSS project or business transformation are working together to achieve the defined objectives?

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