The Hidden Architecture of High Performing Organizations

Work the Framework By Thinking In Perspectives with Metacognitive Implementation

A metacognitive approach to implementing a framework starts with perspective taking.

This is the first of a series of blogs describing the hidden architecture of high-performing organizations. First, we look at metacognitive implementation of frameworks.

Frameworks give you structure and principles.

𝐘𝐨𝐮 𝐬𝐮𝐩𝐩𝐥𝐲 𝐭𝐡𝐞 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠.

How do you know you’re on the right track?

𝐘𝐨𝐮 𝐝𝐨 𝐬𝐨𝐦𝐞𝐭𝐡𝐢𝐧𝐠 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 𝐭𝐡𝐚𝐭 𝐧𝐨 𝐨𝐧𝐞 𝐞𝐥𝐬𝐞 𝐝𝐨𝐞𝐬.

Most organizations take a post WWII production system — shaped heavily by Toyota, from a completely different environment and century — and contort their operations to fit the framework. Though there is always improvement, the result is rarely a transformation.

High performing organizations do something very different.

They implement Lean and other frameworks by 𝐩𝐫𝐨𝐭𝐞𝐜𝐭𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐦𝐚𝐤𝐞𝐬 𝐭𝐡𝐞𝐦 𝐮𝐧𝐢𝐪𝐮𝐞, extracting the best practices that elevate their system. They don’t copy TPS. They do what Toyoda and Ohno did:

𝐀𝐛𝐬𝐨𝐫𝐛 𝐭𝐡𝐞 𝐩𝐫𝐢𝐧𝐜𝐢𝐩𝐥𝐞𝐬.

𝐀𝐝𝐚𝐩𝐭 𝐭𝐡𝐞 𝐦𝐞𝐭𝐡𝐨𝐝𝐬.

𝐁𝐮𝐢𝐥𝐝 𝐚 𝐬𝐲𝐬𝐭𝐞𝐦 𝐭𝐡𝐚𝐭 𝐟𝐢𝐭𝐬 𝐲𝐨𝐮𝐫 𝐫𝐞𝐚𝐥𝐢𝐭𝐲.

How do you do this?

By 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 𝐢𝐧 𝐩𝐞𝐫𝐬𝐩𝐞𝐜𝐭𝐢𝐯𝐞𝐬 — looking at the framework instead of letting the framework “look” at your operations. This approach requires a fundamental shift in mindset, where one actively engages with the underlying principles and structures that govern the processes within an organization. It is about stepping back to analyze the broader context and understanding how various elements interconnect, rather than merely following established protocols without questioning their effectiveness.

For example, who is essential for achieving sustained results? The answer lies in the employees. They are the heartbeat of any organization, and their engagement and commitment are crucial for driving performance. So what is the real relationship between sustained results and employees? This relationship is not merely transactional; it is deeply relational and dynamic, involving mutual growth and understanding.

𝐒𝐮𝐬𝐭𝐚𝐢𝐧𝐞𝐝 𝐑𝐞𝐬𝐮𝐥𝐭𝐬 → 𝐏𝐨𝐭𝐞𝐧𝐭𝐢𝐚𝐥 𝐑𝐞𝐚𝐥𝐢𝐳𝐞𝐝 → 𝐄𝐦𝐩𝐥𝐨𝐲𝐞𝐞. This relationship signifies that sustained results are not just about metrics and outputs; they are about unlocking the potential within employees. It is about creating an environment where individuals feel empowered to contribute their best work, innovate, and take ownership of their roles. Imagine if employees understood that the ultimate goal of Lean methodologies was not simply to “eliminate waste” or “maximize customer value,” but rather to:

“Reduce the waste that limits your ability to contribute, grow, and think for you and for us.” This reframing of the Lean philosophy transforms the narrative from a mechanistic view of operations to a more holistic understanding of human potential and organizational culture. It emphasizes the importance of removing barriers that hinder creativity and collaboration, enabling employees to thrive both individually and collectively.

That’s a completely different story. By shifting the focus from merely operational efficiency to fostering an environment where employees feel valued and capable, organizations can cultivate a culture of continuous improvement and innovation. This perspective aligns with the foundational principles of the Toyota Production System (TPS) and Lean methodologies, which prioritize respect for people and the pursuit of excellence through collaboration and learning.

That’s a system people want to be part of. When employees see their contributions as integral to the organization’s success, they become more engaged and motivated. This sense of belonging and purpose drives not only individual performance but also collective achievement, leading to sustainable results that benefit everyone involved.

𝐒𝐨, 𝐭𝐡𝐞𝐫𝐞 𝐢𝐬 𝐲𝐨𝐮𝐫 𝐟𝐢𝐫𝐬𝐭 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐯𝐞 𝐚𝐜𝐭𝐢𝐨𝐧: fostering collaboration between HR and engineering to saturate your processes and relationships with Lean principles. This collaboration is essential for creating a cohesive strategy that not only enhances operational efficiency but also prioritizes employee engagement and development. By integrating these two functions, organizations can ensure that their Lean initiatives are not just about process improvement but are also deeply rooted in people-centric practices that drive long-term success.

𝐓𝐡𝐞 𝐬𝐞𝐜𝐨𝐧𝐝 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐯𝐞 𝐚𝐜𝐭𝐢𝐨𝐧? Transform your employee thinking and collaboration-so there is a common language everyone knows, from the floor to the board room. Giving everyone a chance to contribute and grow.

Groundbreaking research shows we only use about 15% 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐨𝐬𝐬𝐢𝐛𝐥𝐞 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐬 𝐨𝐟 𝐭𝐡𝐨𝐮𝐠𝐡𝐭. That means 85% 𝐨𝐟 𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐯𝐞 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 𝐢𝐬 𝐬𝐢𝐭𝐭𝐢𝐧𝐠 𝐝𝐨𝐫𝐦𝐚𝐧𝐭 since the neurons never fire. How does anyone hear that and do nothing?

If you want to unlock that 85%, reach out. I’ll fill you in.

𝐓𝐡𝐞 𝐬𝐞𝐜𝐨𝐧𝐝 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐯𝐞 𝐚𝐜𝐭𝐢𝐨𝐧? Transform your employee thinking and collaboration—this is not merely a suggestion; it is a crucial strategy for fostering a cohesive and dynamic workplace culture. The goal is to establish a common language that resonates throughout every level of the organization, from the bustling factory floor to the executive boardroom. This commonality in communication ensures that every employee, regardless of their position or background, feels empowered to share their insights and ideas. By breaking down silos and encouraging open dialogue, we create an environment where collaboration thrives, and innovation flourishes. This approach not only enhances individual growth but also contributes to the overall success of the organization by leveraging the diverse perspectives of all team members.

Groundbreaking research reveals a startling statistic: we only utilize about 15% 𝐨𝐟 𝐭𝐡𝐞 𝐩𝐨𝐬𝐬𝐢𝐛𝐥𝐞 𝐬𝐭𝐫𝐮𝐜𝐭𝐮𝐫𝐞𝐬 𝐨𝐟 thinking. This implies that a staggering 85% 𝐨𝐟 𝐜𝐨𝐠𝐧𝐢𝐭𝐢𝐯𝐞 𝐜𝐚𝐩𝐚𝐜𝐢𝐭𝐲 remains dormant, as the neurons in our brains never fire and engage in meaningful ways. This is the result of bias tendencies inherent in our thinking.

Such a revelation leads one to question the status quo: how can anyone hear this information and choose to do nothing in response? The potential for growth and innovation is immense, yet it often goes untapped due to a lack of awareness or motivation to change. Organizations must recognize the importance of activating this vast reservoir of cognitive potential. By implementing strategies that encourage creative thinking, problem-solving, and active participation, companies can transform their workforce into a powerhouse of ideas and solutions. This not only benefits the employees, who gain a sense of ownership and fulfillment in their roles, but also propels the organization forward in an increasingly competitive landscape.

Human resources collaborating closely with engineering teams to metacognitively implement Lean methodologies is a groundbreaking approach that can significantly enhance organizational efficiency and effectiveness. By integrating Lean principles with human resource strategies, companies can ensure that the focus on continuous improvement permeates every level of the organization. This collaboration allows for the development of practical systems thinking that can be adopted by all employees, creating a culture of innovation and responsiveness to change. It is essential for organizations to recognize that Lean is not just a set of tools or practices; it is a mindset that encourages everyone to think critically about processes and workflows.

When you invest in your thinking processes through the systems thinking framework developed by the Systems Thinking Standards Institute, you are not merely implementing a methodology; you are fostering an environment where every team member becomes a proactive participant in identifying waste, improving processes, and enhancing overall productivity. This approach empowers employees at all levels to contribute their insights and experiences, leading to more effective problem-solving and decision-making. As a result, the organization can operate more cohesively, with each department working in harmony towards common goals.