ABSTRACT
More than 90% of all new process-transformation failures occur at execution. Experience shows that the root cause of these failures is almost always derived from two sources. First is the buy-in required from the staff to accept the new processes, and second is the ability of the organization to optimize its processes before they are automated to realize the business objectives. Lean, Six Sigma, and Action Workout methodologies assist in making change practical by making the argument for change using a disciplined approach.
