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If you've ever introduced Lean to an organization, you've felt the resistance. It's rarely about the tools. It's almost always about history, trust, and language.
The word 'Lean' itself carries baggage — often synonymous in people's minds with layoffs, cost-cutting, and consultants who arrive with a slide deck and leave with a cheque.
In this article I share the reframing that has worked for me across dozens of engagements: talk about capacity, not efficiency; talk about problems, not people; and start with the work that frustrates your team the most.