Rethinking Lean Through Reverse Thinking

During the “Group Work & Co-Creation” workshop at the Studio Alliance Conference, participants examined Lean Management from an alternative perspective. Rather than beginning with best practice, the session opened with a deliberately provocative question: how would you mismanage a project?

Participants were divided into four mixed, international groups, creating a diverse and open environment for discussion. This approach immediately surfaced common challenges experienced across geographies and sectors.

Identifying the Root Causes of Failure

The initial exercise focused on articulating behaviours and conditions that undermine project success. Common themes quickly emerged:

• Lack of communication
• Unclear leadership structures
• Insufficient resource planning
• Poor prioritisation
• Non-transparent processes 

This phase proved particularly valuable, as it encouraged honest reflection without the constraints of formal problem-solving. By framing the discussion around “sabotage”, participants were able to surface issues candidly and without hesitation.

From Challenges to Actionable Solutions

The workshop then shifted from diagnosis to response. Each identified “sabotage method” was paired with a corresponding solution, transforming challenges into practical actions:

• Establishing clear communication and regular meeting structures
• Strengthening resource and process planning
• Promoting transparency and open information sharing
• Reinforcing coordination and leadership accountability
• Embedding continuous learning through lessons learned 

This direct pairing ensured that insights remained grounded and actionable, rather than theoretical.

Embedding Solutions Through Lean Management

In the final phase, participants explored how these solutions could be sustained through a Lean Management framework. Key principles included:

• Simplifying and streamlining processes
• Implementing visual management tools
• Holding regular feedback and progress reviews
• Strengthening risk management and workflow transparency
• Actively involving all stakeholders 

The emphasis was on creating systems that support consistency, clarity and continuous improvement.

Collective Learning and Shared Insight

Each group presented their findings to the wider cohort, enabling rapid knowledge exchange across perspectives. These concise presentations highlighted both the consistency of challenges and the diversity of approaches to addressing them.

Notably, the workshop reinforced a key insight: professionals across different countries and contexts face remarkably similar issues in project delivery.

Why the Format Worked

The structure of the session—short, focused intervals of 15–20 minutes—proved highly effective:

• It encouraged rapid, critical thinking
• It created an open and collaborative environment
• It fostered strong connections between participants 

Beyond idea generation, the format also strengthened trust and communication—critical components of successful project delivery.

Conclusion

Lean Management is not solely about process optimisation. It is equally about asking the right questions, addressing challenges openly, and developing solutions collaboratively.

By approaching the topic through reverse thinking, this workshop provided a clear and practical understanding of what drives value in projects—and, just as importantly, what undermines it.

To find out more, please visit: https://www.diem.com.tr/