Head of Corporate Services at Fuji Xerox Australia
Building Lean Ghetto’s – Positive spaces within an ambivalent or hostile organisational culture
Unless you are the Managing Director, your decision to follow a ‘Lean’ path will at best be ‘somewhat aligned’ with your organisations prevailing culture and values (at worst it will be in direct contravention to them!). Can Lean Management add value to an organisation or sub sections of an organisation when the value of Lean Management is not recognised by that organisation? i.e. Can Lean Management succeed without Executive support?
I believe it can!
I have seen leaders create ‘positive ghettos’ within prevailing organisational cultures. If a ghetto is defined as ‘…an area of a city (or organisation), occupied by a minority group.’, a positive ghetto is where this occupied space is better than the wider area it is located within.
I will share my teams’ story, lessons learned and hopefully some sage advice on advancing Lean Management in IT and Billing divisions within wider organisations that are ambivalent and sometimes even hostile.
WHAT ATTENDEES WILL LEARN
Attendees will learn how we created our own ‘Positive Ghettos’ (i.e. positive spaces) in the face of organisational inertia/resistance improving customer value. Attendees can utilise these learnings to develop their own plans to implement Lean management within their own sub sections of organisations.
Mike is the CIO of Fuji Xerox Australia, with 20+ years’ experience growing people and teams in IT, Professional Service and Operations within organisations ranging from technology start ups to multinational corporations. He and his team ‘discovered’ Lean when they began to experience issues trying to scale Agile for operations.