16.1. Step 1: Organization Level

The way to start is to develop a strategy for the business. Developing strategy doesn't necessarily mean embarking on a six-month planning journey. It may require only a couple of hours to confirm and perhaps update your vision and direction. If you and your colleagues haven't reached consensus on the answers to the questions provided in Chapter Seven, an y improvement effort runs the risk of being ill-directed.

Once the strategy is clear and up-to-date, we recommend conducting what Chapter Ten describes as Phase Ø, Performance Improvement Planning. During this effort, the strategy and a "super-system" map (see Chapter Two) help identify one or more Critical Business Issues (CBIs), which represent opportunities to establish a competitive advantage or eliminate a competitive disadvantage.

Phase Ø will also help identify the process which, if improved, will have the greatest impact on the highest-priority CBI.

Although you should certainly start with an opportunity with which you are comfortable, we suggest that you resist the temptation to pick an easy or minor issue just to see whether the approach works. The Three Levels tools can address an issue of any complexity; as a matter of fact, they are most helpful when an issue is multifaceted. The approach will prove its worth only if it is applied to an issue of significance.