Our previous few posts have focused on leveraging high-performance teams and agility in order to more effectively execute strategic improvement plans. An additional tool that can significantly boost the execution step is a “quick win.”
According to John Kotter, author of Leading Change and The Heart of Change, creating “quick wins” build momentum, defuse cynics, enlighten pessimists, and energize people.
The key elements of a “quick win” are right there in those two words: it’s got to be quick and it’s got to be successful.
A “quick win” must be completed in 4 to 6 weeks at most, but many are implemented much faster such as in a kaizen blitz where a small group focuses full time on an improvement for a day or two, or half-time for a week.
For a solution to become a “quick win” it is almost always an improvement that can be completed with the people closest to the work and with the resources close at hand. Sometimes a “quick win” is a high value improvement executed with speed. But even an improvement with small dollar impact can have a great ROI — because the time and expense invested is so low and the organization begins reaping the benefits so quickly.
Because of the speed imperative, if a solution requires a significant capital investment, it is not going to be a “quick win.” If it requires a large team or cross-functional buy-in, chances are it will be a slow win if it succeeds at all. Many “quick wins” do not require a formal team; often a natural work team can identify the problem and implement a quick solution.
We should also note that there are some potential risks associated “quick wins,” which we’ll discuss in our next post, after which we’ll share keys to successful “quick wins.”