3x more successful, 10x faster, 80% less effort – let’s do the math
These figures sound too good to be true. Or could it be?
Let’s take an honest look at what really happens in traditional organizational development – and why KAIZUNO® is actually a very clever alternative.
How organizational development typically takes place
| Phase | Classic | With KAIZUNO® |
|---|---|---|
| Preparation | Which method do we use? Who takes part and when? Days or even weeks of discussions | Compact preparation. A formula for every problem |
| Involve the team | Usually only the management is involved. Team is not asked or must first be trained, e.g. in methods. | Whole team activated. Everyone can join in immediately |
| Implementation | Everyone must be there at the same time, e.g. in workshops. Operations are paralyzed. | Flexible collaboration during off-peak times. Operation continues |
| Documentation | Creating manual reports takes a long time. Are often “embellished”. | Automatic authentic evaluations |
| Next problem | Start everything from the beginning again | Start directly at a higher level, procedure is known |
Why this makes such a big difference
3x more successful
Success depends 50% on whether your team is motivated and follows your lead.
Classic: The management has its perspective, but important practical knowledge of the employees is missing. Blind spots arise. Solutions often don’t work as intended because they were planned without taking reality into account. You need expensive improvements. The team does not support many things because it feels left out.
With KAIZUNO®: the whole team contributes its expertise. Everyone understands the procedure immediately. The team thinks along with you and gets involved. The solutions are better and are implemented sustainably.
10x faster
Time is not wasted on the actual work – but in endless preparations.
Classic: While you plan and discuss, problems remain unresolved. That costs money and nerves. The energy in the team dwindles because nothing is moving. And when you are finally ready, the situation has often changed again – then you have to adapt all over again.
With KAIZUNO®: You start immediately with the universal formula. The team works flexibly when it suits. The documentation runs automatically. You have initial clarity after just a few hours.
80% less effort (costs)
The hidden costs are the real problem.
Classic: Joint appointments disrupt day-to-day business and are expensive. Urgent tasks are left undone. Documentation costs time that is lacking elsewhere. And the next time a problem arises? You have to start all over again – organize, plan and document everything again.
With KAIZUNO®: Team works in off-peak times. Management only needs compact time. Reports are generated automatically. The next time you have a problem, you can get started right away.
Concrete examples from practice
Example 1: Complex project
A team of 15 experts achieved clarity on a complex project in 2.5 hours – where traditionally several days of workshops plus long rounds of coordination would have been necessary.
Example 2: Assessment preparation
A complete assessment document was created within a week – including an honest self-assessment and useful tips for good preparation. Traditionally, this takes several weeks or even months.
Example 3: Distributed team
An organization with several locations brought in the perspectives of all companies – each in its own time and place. The result was a common picture and mutual understanding of the challenges. Traditionally, this would have meant coordination meetings and several trips.
Do the math yourself
Hand on heart – think about your development projects:
- How long did you wait until the problem was so big that it could no longer be solved easily?
- How often was the preparation of workshops a “big circus” – if only to find the dates.
- How much time has been wasted discussing methods and terms – instead of finally tackling the problem?
- How often did many people sit there unprepared and let themselves be “sprinkled”?
- How often did the loud ones dominate, while introverts didn’t get a chance to speak – even though they had a clue?
- How many PowerPoints and photo protocols did you create that nobody looked at?
- Were “change workshops” held to convince you of something that had long since been decided?
- Was the implementation then imposed by order from above – instead of being carried out jointly?
- How often did your employees know better from the start – while you ended up having to learn the hard way?
- …?
