Our typical approach is to present organisational and moral benefits of Six Sigma. How instantly Six Sigma would enhance our teams and excel the interactions within our organisation and with our client ecosystem. How wonderfully our companies would serve high quality and customer-oriented products and services.
Is this really the correct approach? Is it better to highlight benefits of adopting Six Sigma or the cost of not adopting?
According to Peter Salovey who is the originator of emotional intelligence, your approach to drive organisational and operational changes associated with Six Sigma adoption must depend on whether your organisation perceives Six Sigma as safe or risky.
If your organisation thinks Six Sigma is safe, first of all let us congratulate you to be part of such an open-minded culture in your organisation. The ones among us who experienced multiple Six Sigma transformation and adoption projects would say that your job to adopt Six Sigma is mostly done. But don’t quickly relax. You still need to work hard to emphasise all the good things that will happen if your organisation adopts Six Sigma. They will want to act immediately to obtain those benefits.
When your organisation believes that Six Sigma is risky, don’t get worried. You are among most of us. Don’t forget that your approach with Scenario-1 alone does no longer work. Your organisation is now comfortable with the status quo, so the benefits of Six Sigma adoption aren’t sufficiently attractive to take action. There is no point to deny the risks as they are usually rooted from the belief systems and long term experiences.
Instead, you need to shake the status quo to destabilise it and accentuate the bad things that will happen, the opportunities that will be lost if they don’t adopt Six Sigma. Taking a risk is always more attractive when they are faced with a guaranteed loss if they don’t take the risk. The prospect of a certain loss will create a sense of urgency, make your organisation take action, invest resources to understand the benefits of Six Sigma and ultimately adopt it. Sometimes slow, sometimes fast, but always one step at a time.
If you have ever been curious why it was so challenging for some organisations to adopt Six Sigma, you may have an opinion now. Corporations and established organisations are risk averse entities and they usually fit to Scenario-2. You can’t sell them Six Sigma adoption by solely focusing on the benefits they would get from Six Sigma. They won’t buy your idea because Six Sigma is not a Sprint to get major quick wins. Six Sigma is a marathon and it is a journey to build great products and services to satisfy your clients and flourish your business.
You need to make your organisation face: Things may look OK today, but they are not. You need to make this a joint responsibility in your organisation to avoid the guaranteed loss without Six Sigma.
We would like to hear your own opinions, experiences and tactics how you managed to sell Six Sigma in your organisations and to your clients. Not only the success stories, but also the valuable hard lessons you have learnt!
Please join the discussion below and share your input with your Six Sigma community!
All the Best and Thank you for reading! We hope you enjoyed it...
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