Implementing the A3 Problem-Solving approach across an organization can lead to impressive performance improvement and changes. But, the prerequisite is gaining buy-in and adoption from the stakeholders.
Here are a few strategies I’ve experienced and observed to get everyone engaged:
Properly introduce the approach: As for any new way of doing things for any organization, you must explain A3 Problem-Solving and why it is crucial for your organization. I also recommend sharing examples of A3 success stories from other companies. Their experience should include the specific benefits observed, such as cost reduction, better collaboration, faster problem-solving, and the challenges people face.
Align A3 practice with people development goals: every company has clear objectives for developing its workforce. The methodology builds capabilities for people development. So, the point for you as a leader is to be explicit about how your colleagues will grow while driving organizational improvements.
It is essential to position A3 practice as both a performance improvement and professional development tool. More specifically, you can connect the problem-solving methodology to the company’s strategy for preparing employees for current and future roles.
Show a real business impact: first, you need to identify one or more problems to solve as a bootstrap to introduce A3 Problem-Solving. This point is about connecting the problem to solve to key existing company metrics related to safety, people’s well-being at work, delivery quality, cost, and customer satisfaction. This point is also about aligning the problem – to solve – with the company goals.
Conduct a pilot first. Test the approach with a small team or a project before a full rollout. You create the opportunity for everyone to learn and adapt. The pioneers might become ambassadors by sharing their experiences and results within the organization.
Include A3s into existing processes: to help establish the practice, I recommend including it in the current meetings or rituals such as project debriefs, weekly team meetings, and performance reviews. A team member could share his ongoing A3 Problem-Solving during project debriefs or team meetings. A performance review offers the opportunity to identify new problem-solving or act on the results of previous ones.
A new practice requires change management. Anchoring it into well-known rituals is a good way of starting.
Adjust along the way: using the approach in an organization requires rituals like sharing the progress, involving stakeholders in observations, and implementing sustainable changes as an outcome. But every organization is different. You must be ready to tweak the approach based on feedback or observations. Do you have daily, weekly, or monthly rituals? Who should attend? It all depends on your ambition and the specificities of your organization.
In addition, ensure opportunities for all stakeholders to reflect on what is working and what is not and adapt the implementation accordingly.
Ensure ongoing support: the experience shows that consistent coaching and support are essential to implementing A3 problem-solving in organizations. As for any new practices, it is crucial to make subject matter experts available to answer people’s questions. I also recommend monitoring your organization’s maturity regarding problem-solving and acting accordingly.
In addition to those strategies, I would recommend additional vital points, significantly when you are scaling the approach throughout the organization:
- Train facilitators: they should coach your colleagues or employees throughout the process.
- Set implementation goals: in a number A3 report completed in a timeframe or the money gained for the company, you must track progress and adoption meaningfully.
- Incentivize the usage: tying the usage and results to performance reviews and awards.
- Be realistic on timelines: the adoption of new practices used to take time. You have to be realistic about the expectations and pacing.
- Engage middle management: develop and understand their priorities to get their buying and input. It would be best if you had their support to drive engagement throughout the organization.
To properly introduce A3 Problem-Solving, take the required time upfront to educate, generate buy-in, learn from a pilot, and build enthusiasm before the rollout begins. Problems to solve must demonstrate a strong business impact. When embraced through the organization using the relevant strategies, A3 Problem-Solving becomes a competitive advantage.
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