Big Bang v Kaizen approach

Change projects can be handled in two different ways: a Big Bang approach - everything in one large programme, or the Kaizen approach - small steps of continual improvement. Both have their pros and cons.

Big Bang change projects

With Big Bang projects the whole business can be informed and involved (to a greater or lesser degree).  Everyone can be kept up to date and understand that while you are going through a special period it will inevitably have an impact on day to day procedures, and it will finish.  It is easier to maintain clarity and impetus.

Another advantage to Big Bang change is that you can take the opportunity to combine many issues which together resolve long standing problems as well as immediate concerns. Some historic quirks can be addressed without picking on particular staff or situations.  As part of a big change it can be much easier to gain agreement and understanding for ‘upsetting the status quo’.

This approach works very well for multi department, interdependent projects where the advantages of each individual change cannot be appreciated until the whole is complete. Strong momentum and input can keep the project on track during difficult periods and help re-focus after delays.

However big bang approach can be inappropriate as it can seriously limit the amount of time and energy that the company has for everything else.  It can seem daunting and overwhelming.  Sometimes it is hard to be clear enough about the later stages of the project when the impact of the first have yet to be felt.

Kaizen process improvements

"Improving everything that everyone does in every aspect of the organisation in every department, every minute of every day."

Small incremental steps where all staff are involved in identifying, refining and implementing improvements.  This can be strengthening and empowering for staff as well as very effective in identifying improvements which senior staff would overlook.

It can stop change seeming daunting and instead make it a way of life and part of each member of staffs’ responsibility to the business.

It requires commitment from senior staff and careful management.  Sometimes these small improvements can fail to identify when ‘polishing’ existing processes will not bring about big advances – sometimes an ambitious, broad scope strategy is required.  If benefits will not be felt until all elements of the change are in place, it can be more constructive and less demoralising to ‘bite the bullet’ and implement big system or process changes in one specific plan.