Are we Winning or Losing?

Are we Winning or Losing?

When you decide to deploy Lean into an organisation, one powerful approach is ensuring that everyone across the organisation can see, real time, are we “Winning or Losing”. Keys steps to support this concept are described below.

1. Are we Winning or Losing – Long Term Lagging Measures

For any team, first have a clear vision of the future of the entity.

LeaCrystal Lean Solutions dership translate this vision into specific measurable characteristics, sometimes knows as strategic objectives or goals. These goals are then measured, clearly and simply, to identify are we “Winning or Losing”.


These goals are considered Lagging Indicators, where the outcome cannot be directly controlled. Profitability, for example, is an outcome from business activity; we cannot change profitability, but we can control what contributes to profitability. Examples how to present this simply are presented here.

2. Are we Winning or Losing – Short and Medium Term Leading Measures?

To understand how to influence lagging metrics, the team that is managing these metrics, identify what really influences these lagging metrics. Characteristics of leading indicators include:

  1. Measures that have the biggest impact on the lagging indicators
  2. Measures that the team can actually influence directly
  3. Measures where it is possible to collect the data almost real time

Once the leading indicators are identified, next create a visual representation of the metric performance. Keep it simple so that when you look at the visual, you know within 1 second if you are winning or losing.

3. Accountability to the Metrics

To manage the delivery of leading metrics, include a measure on actions completed. This can be  managed simply on the dashboard. A SCRUM board is also a practical visual to reflect are actions being both committed to and delivered. A Tiered Process supports the escalation of support requirements through to both middle and senior management. Regardless of approach, ensuing that there is a process of accountability is necessary to focus on “Winning” rather than “Losing” over time.

4. Red isn’t always a Bad thing!

Ideally, when selecting a target consider a “realistic stretch”. And when an actual result is red in real time, this allows a team to take time out to understand the Crystal Lean Solutionsproblem and ultimately implement an action to prevent re-occurrence. And from this approach, we continue to learn and continue to improve.

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To find out more about generating a compelling “Winning or Losing” visual management strategy coupled with a process for accountability, contact

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