Confusing means and goals often causes an organization to overlook why it is going through a change process. Instead, the organization places too much importance on the specific means being used. When asked whether the organization works with lean, the proud answer is: “Yes, of course! All our departments have now put up a visualization board, and we gather around it every morning for a meeting.” The means have become the goal. The organization sees itself as “lean” just because it successfully implemented a specific tool or specific method. The goal behind the implementation of the tool or
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Sounds a lot like agile "transformations"
