ABSTRACT
I was conducting a Lean alignment leadership session for a chickenprocessing company. The company produced a well-known marketplace brand and had ruled the marketplace as there had been no competition. The company had been profitable and was known for high shareholder return. However, the chief executive officer (CEO) believed that the organization could do much more to make the business efficient. This was especially because there were newer competitors on the horizon waiting to enter the fray. He had heard about Lean thinking and reached out to me to lead a session for his leadership team before he could formally decide if he should embark on a formal Lean journey.
