Many years ago when I was working as a quality engineer in the automotive industry, I was first introduced to the revolutionary concept of Lean Methodology. It was the first time I worked with cross-functional teams that helped me solve problems effectively and efficiently. Together we saved time, effort, money and, most importantly, we kept the costumers satisfied. Lean thinking means creating more value for customers with fewer resources. It helps management to optimize the flow of resources, processes, and people holistically, rather than treating each resource independently — this ultimately improves the work product that reaches the end customer.

Applying Lean at my work generated big improvements, which ultimately led to recognition for our entire team. (For those who are familiar with the automotive industry, our team took 1st place in quality for that particular system in JD Power). I was amazed by how powerful and effective it was to gather information directly from those involved in the process (either directly or indirectly), and also from the end-users themselves. When we listened carefully to people’s genuine opinions, solving a problem always became easier. This experience impacted me deeply and has been the foundation for how I approach my work since.

Years later, I was working in human resources in a social investment fund. I was the only engineer among the staff and started integrating lean methodology. I had the tremendous privilege to meet and work with Jim Womack, the founder of the Lean Enterprise Institute. While I had previously known Lean Thinking as a tool to improve manufacturing, I found it tremendously useful in human resources as well. The very same principles working with people thoughtfully by asking and listening, by observing, trying, and empathizing with the users—ultimately led to better results.

More recently, I started to learn and apply Design Thinking, and I couldn’t help but notice the similarities with Lean. Design Thinking is a methodology for creative problem-solving, one that revolves around a deep interest in developing an understanding of the people for whom we’re designing the products or services. It helps us observe and develop empathy with the target user. Design Thinking makes us question everything: from the overall process to the assumptions we make, to its final implications. It has been adopted in many non-design-related industries, including education (e.g., Stanford University) as well as many tech companies that are known for innovation.

So what are the similarities between these two methodologies and diversity and inclusion initiatives?

  • It starts at the top. For these initiatives to succeed, they need to be championed and exemplified by the leaders of the organization. Otherwise, they won’t work.
  • Awareness: It starts with education, about our perceptions and assumptions—or as is commonly said, to be aware of our own biases, particularly our unconscious biases, that might get in the way of improving or creating better products or services.
  • Empathy: To better understand the whole process from end-users to the people who are involved in the creation process and all the stakeholders related to the product or service we are working on.
  • Thinking outside the box: Going beyond our perspective and searching for ways to do things differently by breaking our own biases and assumptions, which bring us to…
  • Diverse perspectives and thoughts: We need to listen to people who are different from us. One of the reasons why both Design Thinking and Lean Methodology have cross-functional teams is so they can gather perspectives from different departments, or locations, or industries, or socioeconomic groups. You name it!
  • Take action: Once you identify how you can create or improve a process (or a system, or a product, or a relationship, or a culture), take action! If it doesn’t work the first time, keep trying. The key is to keep implementing and adjusting until you get what you desire. Most of the time, it won’t happen at the first try, but I assure you that it will be a step towards achieving your goals.
  • Measure, analyze and reflect: These are the keys to all three methodologies’ success. As Peter Drucker keenly says: “What gets measured, gets done, or gets improved.” But also it is important to analyze and reflect on the data you gather, what it is telling you, and how best you can use the data to make better decisions.
  • Endless non-linear process: Yes, there are steps and methodologies to follow, but part of the success of Design Thinking, Lean Methodology, and D&I is that they don’t follow a linear and rigid process, but rather they are flexible, adjustable, and continue to improve and innovate based upon data, results, and common sense.

It is obvious to me that increasing the diversity of thought at work—and having an inclusive and healthy culture— allows us to be more innovative, reach better goals, and puts us ahead of our competition. People feel heard when they are part of the creation, and they take ownership of the improvement and ultimately of the success of their company.

I want to hear from you. Drop me a message if you want to know more about how I could support you and your organization in your efforts to foster a healthy and high performing culture!