Because LeSS, unlike some other very popular and commercially successful frameworks, that are very easy to ‘unwrap and install’, was not invented re-actively, as a “quick fix/hot patch”, in response to growing market trends and business needs (commercial driver).
LeSS is authentic. LeSS took its time to mature and cultivate, as a philosophy and a way of thinking, not as a revenue-generating utility. LeSS did it at its own pace, without a rush, while incorporating learning of many coaches and companies that went through LeSS adoptions, over years. LeSS has naturally “aged”, in a good sense of this word ?.
Important Point: Whereas, deep learning of system dynamics and organizational design is equally available to everyone who attends LeSS training, not everyone can equally impact-fully apply this learning, when they go back to work. But why?
Lots of LeSS learning (through system modelling, using causal loop diagrams) touches upon organizational elements, such as HR norms and policies, reporting structures, career paths and promotions, location/site strategies, budgeting/finance processes, etc. – things that are considered to be “untouchable” for an average person (employee).
Of course, it does not mean that an average person is not able to start seeing things differently (they definitely do!) after studying LeSS but it is just that he/she may not have enough power/influence to make necessary organizational changes that are required by LeSS. In fact, for many people, this newly gained knowledge which is no longer possible to “unlearn” ? (e.g. ability think systemically), comes with realization of one’s own powerlessness – and this could be pretty frustrating.
Things are different for people that occupy higher organizational positions. A senior manager is able to combine the decision-making power that is given to him by his organization and the power of newly obtained knowledge, coming from LeSS training. These two powers, if united, can have an amplified effect.
Notably, a senior manager who wants to apply LeSS learning to improve his organization must have something else that is very special, in addition to just having general curiosity of the subject and desire to experiment: it is called a ‘sense of urgency’. The best examples of senior managers that have learned LeSS and then applied learning to reality, came from situations, where there was an urgent need to change and risks/costs of a failure were high. Then, if the above was true, the formula of LeSS adoption success becomes: