Successful corporate initiatives such as Lean Six Sigma require proper planning, prioritization, resource allocation, budgeting, training, and proper review and reward mechanics. These initiatives also must consider the stability, accuracy and maturity of the core processes, measurement systems and the people they will affect.
In most organizations there is a wide range of both experience and infrastructure to deal with such issues. This variation can be attributed to a variety of causes including – organisational structure (e.g., centralized versus decentralised), organisation size, geographical diversity, previous initiative rollout experience, management style/culture, management infrastructure (e.g., tools to enable clear and concise communication, measurement and reward/recognition) and contention for the best resources. Within this dynamic environment of moving parts lies the groundwork for a highly successful initiative or – at the other end of the spectrum – a train wreck.
Understanding these processes and systems enables an organisation to logically build out an implementation plan while mitigating potential risks of failure. This is the concept behind a readiness assessment used to drive successful initiative planning and rollout.