I view this issue of organizational learning ands it relationship to standardization as one of the most important and difficult challenges in a large org.
I've had some luck using Jim Luckman's presentation at http://www.lean.org/downloads/Transformational_Leadership_April_2010.pdf which discusses "Blanket Solutions Thinking" and the assumptions that underly it.
Some have suggested that any standardization is bad and that any interdepencies between groups for which standardization would reduce cost should be eliminated by making all groups small and independent (e.g. "two pizza" teams acting as autonomous businesses).
That personally strikes me as somewhat of a "let them eat cake" approach and that we should acknowledge the need/benefit of standardization in some circumstances. The trick is when and how to achieve that standardization and doing it in a way that doesn't kill organization-wide kaizen.
(Written years ago; published as part of a blog draft housecleaning).
I've had some luck using Jim Luckman's presentation at http://www.lean.org/downloads/Transformational_Leadership_April_2010.pdf which discusses "Blanket Solutions Thinking" and the assumptions that underly it.
Some have suggested that any standardization is bad and that any interdepencies between groups for which standardization would reduce cost should be eliminated by making all groups small and independent (e.g. "two pizza" teams acting as autonomous businesses).
That personally strikes me as somewhat of a "let them eat cake" approach and that we should acknowledge the need/benefit of standardization in some circumstances. The trick is when and how to achieve that standardization and doing it in a way that doesn't kill organization-wide kaizen.
(Written years ago; published as part of a blog draft housecleaning).
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