Embedding Running Lean in the team

Slow innovation cycles become a team that tests for itself: from the ideation funnel to tests with clear gates, supported in everyday work.

At a glance

Who

Several organisations. Anonymised: the example sums up the pattern from these engagements.

Topic

Innovation that is faster and closer to the customer, away from old thinking and slow innovation cycles.

Format

A supporting mandate: checking the need, clarifying positioning, training the team, building the ideation funnel and supporting the tests.

Approach

Running Lean: test ideas in short cycles and decide through gates.

The starting point

Innovation followed old thinking, with slow cycles. The organisations wanted to test faster and get closer to their customers. My role: I supported the teams in applying Running Lean themselves.

What I did

Five steps, from the need to tests with gates.

1
Checking the needWhere does innovation work stand today, and what does the team need?
2
PositioningClarifying the foundation the innovation work builds on.
3
Training the teamThe team learns Running Lean and the logic of experiments.
4
Building the ideation funnelSupport in building the funnel the ideas run through.
5
Testing with gatesGo-to-market tests and validation, with gates to decide whether an idea moves on.

The impact

Self-efficacy in the team: the teams test and try things out themselves.

Faster testing and trying out.

Higher innovation strength through shorter product iteration cycles.

Closer to the customer.

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