Improvement starts with a need for change and is actioned by ideas and initiatives being implemented in an improvement pipeline. The improvement foundation learning program runs through the following key areas:

1. Defining and communicating the ‘need for change’: For a major transformation or performance step change, the need for change is often defined by a ‘burning platform’ – a crisis that the organisation is facing. For continuous change, the organization needs to rely on a powerful vision and mission that motivates employees to continually improve the organisation.

2. Identifying, prioritising and implementing improvement:

• Improvement opportunities supporting the required change are identified by either top-down analysis or bottom-up issues and opportunities. Some of the opportunities can be quickly implemented as ‘just do it’. Larger, more significant opportunities are implemented in the improvement pipeline as ideas and initiatives.
• Improvement pipeline uses stage gating to progress an idea through planning stages, implementation, and completion with the value being locked-in by taking sustainability steps. Executing improvement at pace requires both regular improvement reviews to resolve issues and road blocks and give direction and also target setting.

3. Roles and Responsibilities: Improvement roles to drive and support improvement include the business owner (or sponsor) ultimately accountable for driving improvement for their business area, initiative owners, gate approvers and a supporting improvement team.

4. Mindsets, behaviors and capabilities: The current mindsets, behaviours and capabilities of the organization need to be considered. For example, what behavior changes, training and coaching are needed to support the transformation or continuous improvement program.