Continuous Improvement is a foundation for organizations that intend to compete in today’s fast-paced world. Any process an organization creates should include a means to improve it.  Improvements can take many different forms, from simple fixes where a process is broken to improving a process to streamline a workflow.  Without improvement, organizations become stagnant and will ultimately be unable to compete.  However, improvement requires a foundation built on People, the Processes they create, and the Tools used to implement those processes.

Let’s break it down.

People: The Heart of Continuous Improvement (CI)

CI requires people.  People identify opportunities, solve problems, and implement the changes necessary to improve—progress stalls without people who are engaged, skilled, and ultimately empowered to make changes. 

Note: Without overlooking the obvious, we will call AI a tool people can use. A future article will cover options for using AI.

Key to success:

• Engagement: Actively engage employees at all levels when identifying areas for improvement. As the individuals closest to the processes, they often have valuable insights and ideas. Provide structured opportunities, such as regular feedback sessions or suggestion platforms, to ensure they feel heard, empowered, and involved in shaping solutions. This fosters a sense of ownership and accelerates progress.

• Training and development: Provide your team with the skills it needs, whether it’s learning Lean principles, mastering a new piece of software, or honing leadership abilities.

• Leadership commitment: Leadership sets the vision for the organization; however, they must also show that continuous improvement is a priority by aligning resources with the CI goals.

When people feel heard, valued, and supported, they align with the organization’s goals. That’s the cornerstone of any CI effort.

Process: The Backbone of Progress

A process is a means of completing a defined task in a manner that is repeatable by the people who execute it. A good process identifies the purpose, inputs, outputs, and steps necessary to complete the process. It is repeatable, defines the roles and responsibilities, provides a way to measure and monitor the process using KPIs, and includes provisions for improvement.  A well-structured process ensures consistency, efficiency, and adaptability, allowing teams to meet organization goals.

But here’s the trick: not all processes are created equal. Processes should evolve with your organization’s needs. They should never feel like constraints but rather like enablers.

Focus on:

• Standardization: Clear, documented workflows minimize variability and errors.

• Flexibility: Processes should adapt to change. If something isn’t working, refine it.

• Alignment: Every process should align with your organization’s goals and objectives. If it doesn’t, why is it there?

Tools: The Great Amplifier

Technology is a game-changer, but let’s be clear: tools alone won’t solve your problems. While tools can be transformative, they alone won’t solve problems.  Misaligned tools can create inefficiencies instead of resolving them.

When chosen and implemented thoughtfully, the right tools can transform your organization.

Best practices:

• Fit for purpose: Not every tool is right for every organization. Focus on tools that solve your specific needs.

• Integration: Tools should work seamlessly with your existing systems and workflows.

• User adoption: Invest in training and communication. People won’t use tools they don’t understand.

Emerging technologies like AI and advanced analytics create incredible opportunities for CI, but their value depends entirely on how well they integrate with your processes and empower your people. 

Note: I will explore using AI as a tool in a future article.

Bringing It All Together

Here’s the thing: People, Processes, and Tools don’t exist in silos. They are interdependent. Focusing too much on one while neglecting the others is like building a three-legged stool with only two legs. It just won’t stand.

Case Studies

Study One

The website Engage for Success (1) outlines a case study of GE Healthcare, which faced declining employee engagement during a significant restructuring in 2010. The organization recognized the need for a multi-faceted approach to rebuild trust, improve communication, and reduce the stress associated with the changes.

To address these challenges, GE Healthcare implemented several key initiatives:

• Regular and Ad-Hoc Communications: Leadership scheduled frequent meetings to share updates and address employee concerns, fostering transparency and reducing uncertainty.

• Employee Forum: A collaborative platform was established, enabling two-way communication between employees and leadership. This forum provided a space to discuss business strategies and clarify expectations, improving the quality of information exchange.

• "Realise" Program: This initiative encouraged employees to propose ideas for simplifying workflows and removing inefficiencies. The program saved time and money by empowering employees to influence their work processes while enhancing job satisfaction.

These efforts required sustained commitment over several years. The results included measurable improvements in employee engagement, reduced attrition, and fewer stress-related absences. For example, the "Realise" program alone contributed to cost savings and operational efficiencies by addressing common workplace frustrations.

Study Two

Dylan McGuire (2) wrote a case study for the Project Management Institute on the 2009 GSK merger and its new CEO's appointment.  The CEO's new approach to change management highlighted some challenges around People, Processes, and Tools. 

• People: Employees were not sure of what their new roles were and what was expected of them. 

• Processes: Legacy procedures were not aligned to new organizational strategies.

• Tools: Existing systems were unfit for purpose for the new operational model.

To address the issues identified, GSK launched a program called Accelerating Delivery and Performance (ADP). The outcome was a customized Change Management Framework designed to be simple and accessible to leaders and their teams.  To engage with leadership and gain support, the ADP team implemented a series of small projects proving that the new framework was practical.  They demonstrated both tangible business benefits and soft organizational development benefits.  The benefits continue for GSK as they have certified over 1200 employees in the ADP methodologies.  The real-world benefits to GSK included the submission of five new drug applications to the FDA which were all approved (as of 2011).

Getting Started

If you’re looking to lay the foundation for CI, here’s a simple roadmap:

1. Assess where you are: What’s working? What’s not? Where are the gaps in people, processes, or tools?

2. Engage your team: Create a shared mission to make improvements. Involve your employees in defining the problems and brainstorming solutions.

3. Start small: Focus on one or two critical areas where improvements will provide the most impact.

4. Iterate and adapt: Continuous improvement is, by definition, ongoing. Celebrate wins, learn from missteps, and keep moving forward.

Closing Thoughts

Continuous improvement isn’t just about getting better at what you do—it’s about improving as an organization. When you invest in your people, refine your processes, and choose the right tools, you create a foundation that supports sustainable growth and success.

So, what’s the state of your foundation? Are your People, Processes, and Tools in balance? Let’s discuss—drop your thoughts or experiences in the comments. What’s worked for you? What challenges are you facing? I’d love to hear how you’re driving improvement in your organization.

Sources

(1) Engage for Success. (n.d.). Case study: GE Healthcare's Life Sciences Division – Maintaining engagement through restructuring. Retrieved from https://engageforsuccess.org/case-studies/case-study-ge-healthcare/

(2) Project Management Institute (PMI). (n.d.). GSK: Accelerating delivery and performance through change management. Retrieved from https://www.pmi.org/business-solutions/case-studies/-/media/pmi/documents/public/pdf/case-study/gsk.pdf?v=e468a4c2-81be-416c-8210-1b00c76731a3