Lean Forward

Modern organizations are dynamic and experience constant change. Whether they are on-boarding new talent, implementing internal movement, or further developing an organization, transparent and aligned processes with clear roles are powerful keys to successful change.

However, classical talent management practices unfortunately often fall short of achieving a smooth and timely integration. Most organizations lack the dedicated resources required and the results of a neglected on-boarding or organizational change can be lost motivation, productivity and revenue. Furthermore, even the most motivated executives and team members may not be able to overcome internal barriers alone, and in extreme cases, leave the organization frustrated.

Effective on-boarding can be one of the most important contributions any hiring manager can make to long-term organizational success. For example, executive on-boarding done right can improve productivity, resource retention, and build a shared and “lived” culture. A study of 20,000 cases (Masters, Brooke 03.30.09 "Rise of a Headhunter" Financial Times) revealed that 40 percent of executives hired at the senior level are pushed out, fail, or quit within 18 months. Until an employee is affecting the company's bottomline, they are an investment without return. Failure to integrate team members and executives means the loss of the total costs of acquiring talent (search, interview process, training, and even on- and out-boarding).

In a practical sense, on-boarding involves acquiring, educating, and integrating new executives and team members. Essentially giving them the clarity they need to perform their job from day one. By doing so, an organization can make the most of the "honeymoon" stage (when motivation is highest), a period varying from 100 days up to a full year.

But how does an organization structure, accelerate and ensure the process of organizational change and employee on-boarding? How do people become productive members of an organization as quickly as possible? The answer is they Lean Forward - accelerating teams and new executives.
Our Lean Forward acceleration program, based on the basic principles of lean, fills the gaps between change,  productivity and value creation.
With key team members and their direct process partners we:


  • map and analyze each core process and its output
  • discover process deficits as well as the diverse needs of individual functions
  • foster understanding of which activities create value and drive the organization’s success
  • build self-awareness and understanding of each person’s role in the organization


  • define new demands and necessary improvements
  • guide the organizations narrative to reflect a coherent and actionable vision
  • align the processes and outputs with the strategic goals and processes of the organization
  • foster relationship building to help teams connect faster and on a deeper level


  • develop the transitional and future state organizations as well as the steps and prerequisites necessary to implement them
  • determine and assign clear and transparent roles, responsibilities, and reporting structures for all processes
  • Identify and embody key roles with clear tasks, competencies, and responsibilities

To learn more about Lean Forward, contact Four Principles today.