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Because somewhere along the way, is it possible that standard work might be handcuffed to or confused with the seductive but dangerous concept of best practice? And if that is the case, this coupling has quietly and sometimes catastrophically dulled the very creativity that Lean was meant to inspire and unleash.

Every October, when the lights flickered and reports went missing, the staff swore they could hear faint whispers echoing through the corridors. Some claimed they were the cries of abandoned improvement projects; others said it was the rustling of forgotten data sheets. But the veterans all agreed on one thing... the ghosts of failed processes still haunted Sigma House.

Input → Process → Output is a deceptively powerful model. It is a simple but effective way of depicting the chain of causality that describes, I think, all phenomena. Continuous improvement specialists rely on this model... our starting point for assessing the current state and informing the development of a future state, whether product or service. But what if we applied that same model to something even more profound: the development of human potential?

From the moment we open our eyes to the world, curiosity pulls us forward. It’s not unique to humans — animals explore, prod, and investigate their environments.

Once upon a time, the British Cycling Team was the laughingstock of the competitive cycling world. One Olympic gold medal in nearly a century.

For too long, organizations have been told that excellence depends on their people and the culture they create.

The key to thriving in this environment lies not just in isolated improvements but in embracing a holistic view of the larger system...