Lean Corner

Lean Diagnosis: How to Move Your Organization Forward?

A Cultural Transformation, Not Just a Technical One
Step 1 – Self-Assess Using the Lean Maturity Matrix
Step 2 – Move Toward the Next Level
Conclusion – Progress Step by Step

When we talk about Lean, many immediately think of tools: 5S, VSM, DMS, Kaizen, Kanban… But Lean is above all a culture, a progressive transformation of management practices, collaboration, and the relationship with the field.

So where to start when you want to improve? How do you know where your organization stands? Today, I’m offering you a 2-step plan:

1 – Self-assess your organization’s current level

2 – Discover key levers to move to the next level

A Cultural Transformation, Not Just a Technical One

Adopting a Lean approach doesn’t mean “doing Lean” occasionally. It’s about deeply changing how you lead, engage, solve problems, and work together.

That’s why many companies implement standards, rituals, tools, but struggle to make them come alive.

The challenge? Moving from a logic of application to one of ownership.

Step 1 – Self-Assess Using the Lean Maturity Matrix

But how do you know where your organization stands? iObeya’s teams have designed a 5-level maturity curve, based on field feedback and real-world evolutions observed in many industrial and service environments.

This model allows a company to quickly locate itself, by observing three key dimensions:

Problem-solving capability
Operational management
Lean behaviors embodied by management and teams

Here are the 5 levels of maturity:

Level 1 – “Starting”

No Lean practices in place, or only occasionally. The company is just starting. Everything needs to be built.

Level 2 – “Archipelago” Organization

Lean exists locally, driven by enthusiastic leaders. Each unit operates in isolation, with no shared framework. Best practices are rarely shared.

Problem-solving: Relies heavily on individual site leaders, with little sharing of solutions across units.

Operational management: Each unit operates independently, with minimal coordination or standardization.

Lean behaviors: Lean practices are inconsistent and fragile.

Level 3 – “Mechanical” Organization

Standards are deployed, routines are structured. But practices remain top-down and inflexible. Continuous improvement is seen as an obligation, not an opportunity.

Problem-solving: Structured and methodical, but limited by rigid processes. Continuous improvement exists but remains formal and constrained.

Operational management: Top-down, ensuring stability and quality, but with little room for adaptability.

Lean behaviors: Standards are in place but viewed more as obligations than lived practices.

Level 4 – “Gaulish Village” Organization

High autonomy, engaged teams, but practices are heterogeneous. Everything relies on “local heroes,” with little collective capitalizing.

Problem-solving: Driven locally with strong initiatives, but efforts remain isolated and focused on key individuals rather than collective learning.

Operational management: Strong autonomy, but lack of shared framework leads to heterogeneity and instability.

Lean behaviors: Vibrant in some areas, but dependent on individuals. Lack of unified Lean culture hinders widespread adoption and sustainability.

Level 5 – Learning Organization

The organization is aligned. Standards are co-built, evolving, and embedded in a culture of continuous improvement. Information flows, trust is established, Lean is cultural.

Problem-solving: Integrated into all cross-functional processes, with systematic continuous improvement. Collective learning comes naturally.

Operational management: Proactive, structured around shared objectives. Teams work in a “flow” state.

Lean behaviors: Lean practices are deeply embedded in the culture. Feedback is continuous, responsibility is shared. Once your level is identified, you can define a realistic target (often the next level), and build a suitable action plan: governance, training, managerial coaching, collaborative workshops…

Step 2 – Move Toward the Next Level

This model only matters if it helps you improve. The goal isn’t to reach level 5 at all costs, but to build a tailored transformation, step by step.

Here are a few ideas to go further for each level:

From “Starting” to “Archipelago”

Identify a committed sponsor who believes in Lean’s value
Launch a pilot Kaizen workshop to demonstrate tangible benefits
Implement simple problem-solving routines (QRQC, short standups, etc.)
Celebrate visible early wins

From “Archipelago” to “Mechanical”

Capitalize on effective local practices: which teams or sites are leading?
Formalize these practices into shared standards, without rigidifying them
Deploy common rituals organization-wide (e.g., daily meetings, visual management systems)
Train middle managers on new frameworks and expectations

From “Mechanical” to “Gaulish Village”

Reintroduce autonomy at the field level: create space for initiative
Encourage local experimentation and group reflection
Evolve the manager’s role: shift from control to support
Co-construct standards with teams to bring them to life through visual management practices.

From “Gaulish Village” to Learning Organization

Align objectives between leadership and the field (e.g., visual cascade deployment)
Create a shared Lean vocabulary (terms, KPIs, postures)
Multiply sharing opportunities across teams, departments, and sites
nable collaboration with suitable digital tools, such as digital SQCDP solutions.
Foster a culture of feedback, listening, and recognition

Conclusion – Progress Step by Step

Lean transformation can’t be decreed. It must be built step by step, site by site, team by team.

The goal of this maturity model is to give you direction. A common language. And most importantly, to help you foster honest, constructive dialogue across all levels of the organization.

Because in the end, Lean is about this: progressing together, aiming every day to do better… sustainably.

To go further, discover the Schneider Electric use case with iObeya , focused on Lean and Agile.

Lean Corner