Recent posts have focused on the pace of change and the critically-important role of organizational agility.
One way to both reinforce and drive agility is to achieve “quick wins.”
According to John Kotter, author of Leading Change and The Heart of Change, creating “quick wins” builds momentum, defuses cynics, enlightens pessimists, and energizes 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.
Given shifting marketplace expectations and the rapid pace of change with which we have all become accustomed, finding new and better ways of eliminating waste and satisfying customers, and doing so quickly, is likely to be a “must” in the new normal.