Unleashing Flow: Transforming Organizations with Nigel Thurlow, Lean and Agile Expert
- Unleashing Flow: Transforming Organizations with Nigel Thurlow, Lean and Agile Expert Michael D. Levitt 25:54
Nigel is the CEO of The Flow Consortium and one of the most sought-after speakers and experts in Lean, Agile, and Flow methods.
He was Toyota’s first Chief of Agile, where he co-created The Flow System and the award-winning Scrum, the Toyota Way approach.
Nigel has trained 8,500+ people in Scrum, Agile, Lean, Flow, and Complexity approaches. His Coaching portfolio includes GE, Bose, 3M, Microsoft, Vodafone, Lumen, Cox Automotive, and MIT. He is a Forbes Invite-only Coaches Council member and will be listed in the Who’s Who’s America later this year.
Nigel has co-authored many peer-reviewed papers and books on methods and approaches to accelerating business transformation, including the renowned “The “low System” series. He is a highly sought-after international keynote speaker and will appear on the TV series Advancements, which aired on Bloomberg and Amazon Prime in June 2024.
https://www.linkedin.com/in/nigelthurlow/
Quick recap
Lean Thinking and Empowering Workers
Nigel and Michael discussed their experiences and perspectives on lean thinking and its application in various work environments. Recalling his time at Toyota, Nigel emphasized the importance of eliminating non-value-added activities and the concept of ‘Gemba,’ which refers to the actual place where the work is done. He also highlighted the significance of empowering people closest to the work and giving them decision-making authority. Michael shared a nurse’s story from a healthcare setting, illustrating how lean principles can be applied to improve efficiency and safety. Both agreed on the need for a balance between enhancing processes and respecting the autonomy and expertise of workers.
Empowering People, Psychological Safety, and Flow
Nigel and Michael discussed the importance of empowering people in an organization, particularly those closest to the work. They emphasized the value of giving employees agency, voice, and ownership in decision-making, which improves their psychological well-being and leads to better outcomes for the organization. They also touched on the concept of psychological safety and how it fosters a culture of trust and collaboration. Lastly, they introduced the idea of the flow system, which they described as a game-changer for organizations.
Developing a Context-Based Learning System
Nigel discussed the development and purpose of a system of learning and understanding based on three key areas: complexity, thinking, distributed leadership, and team science. He emphasized the interconnectedness of these areas and the importance of moving away from rigid frameworks and prescriptive approaches. Instead, he advocated for a context-based approach that considers the effectiveness and utility of tools in specific contexts. Nigel also highlighted the significance of psychological safety, the power distance index, and other leadership aspects in this system.
Understanding Flow System Dynamics
Nigel and Michael discussed the concept of the flow system, which combines various tools and techniques. Michael emphasized the importance of understanding the flow system’s dynamics, likening it to a non-linear, squiggly line rather than a straight one. He highlighted that while unpredictable factors like wars and pandemics can disrupt the flow, a comprehensive understanding of the components and ingredients can help mitigate potential issues.
Teamwork, Flow, and Customer Perspective
Michael emphasized the importance of teamwork and supporting each other, especially those struggling. Nigel then discussed the concept of ‘flow,’ which he described as a psychological state of being fully engaged in and focused on a task or activity. He highlighted that teams must be free from fear and boredom to maintain flow by providing meaningful, challenging, and purposeful work. Nigel also stressed the importance of understanding the value of their work from the perspective of the customer or receiver. Michael agreed, pointing out that when people feel part of a team, they are more likely to contribute and keep things moving.
