Creating a kaizen culture is a multifaceted journey that requires proper execution of change, leadership commitment, and an infrastructure that provides ongoing support for improvement efforts. All too often, one of the three elements is missing, resulting in slow progress at best, and organizational damage at worst. You’ve probably seen it: An organization embraces a new way of thinking and experiences a few early successes. Leadership and workforce enthusiasm mounts. Momentum is created. And then the organization’s well-intended efforts begin to fizzle. Results wane, resistance builds, and-through the eyes of an understandably cynical workforce-the new approach becomes yet another failed improvement initiative.