This article is based on some ideas from my respected colleague Mark Hamel. Despite the lean framework, these ideas apply to any improvement approach—all of which come from the same theory, lean included.

During the past 35 years, quality has evolved from the necessary evil of quality control to what can easily be considered a self-sustaining organizational improvement sub-industry. Leaders still try to inspire people with passionate lip service in scheduled, cliché-ridden speeches (or videos) about committing to excellence, becoming world class, and dazzling customers. But in reality the leader’s commitment yields—predictably—vague results that stem from the naive hope for improvement in general (and perhaps, increased cultural cynicism).

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