Is it enough for management teams to delegate improvement responsibility to others and then wait for the benefits to roll in?
I think not!
Active support for your change agents, active interest in the progress and achievements of your front line teams and on-going interest in the allocation of improvement resources (making sure people turn up for meetings and that the communication of what is going on is effective), make the difference between success and failure.
On a scale of 1-100, where is your level of commitment to improving your organisation?
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