'We had a significant amount of employees who were developing their own standardware,' says Mohamed Saleh, Senior Sensei for Hartford Healthcare. 'They were colaborating across the system so you'd have a receptionist across sixty different offices talking on a conference call every month to talk about what issues they have, coming up with their own standard work. one of them takes a lead on that, standardise it and deploys it among them. No management at all in that equation, all frontline staff leading that transformation.'
'Every CEO really has a vision, a driving force of why they're in the seat, It's our responsibility as practitioners to understand those core identities of that individual and what really makes that person fulfilled and what kind of results they really need.'