Klarna saved40million with AI but lost the trust of its customers
The question sounds absurd: how do you eat an elephant? But the answer is surprisingly simple and powerful: one step at a time. This metaphor is often used to describe how to tackle large, overwhelming projects or changes. For many organizations, process improvement feels like such an elephant. There are so many bottlenecks, processes and stakeholders that it’s hard to know where to start. In this blog, we’ll show you how. Step by step.
1. See the elephant for what it is
Improvement starts with recognizing the real problem. Too often, organizations focus on symptoms – such as long lead times or many errors – without looking at the root cause. That leads to symptom control, not sustainable improvement. Therefore, ask the question behind the question: Why is this happening? Where does the behavior or process start to derail?
An example: a manufacturing company was struggling with a high number of complaints. It turned out that the cause was not the process itself, but the lack of an unambiguous definition of “quality” between departments. Only when that “elephant” was named, could improvements be made in a targeted way.
2. Break it up into pieces but with policy
Breaking up the problem is necessary, but not arbitrary. Many organizations break up processes into departmental responsibilities, leading to island optimization. Rather, choose customer-centric segmentation: what is a logical step from customer value or throughput?
Use tools such as value stream analysis, bottleneck analysis or the CIMM model. And don’t be afraid to make the invisible visible: silent resistance, unwritten rules and old habits are also parts of your elephant.
3. Start where the most value is not where it is easy
Quick wins are attractive, but rarely lead to structural impact. Instead, dare to start with bottlenecks that may be complex but can unlock a lot of value. Consider constraints in the flow (Theory of Constraints) or processes where customer loss occurs.
In doing so, work with both data and people: use indicators and listen to operators, team leaders and customers. Merge both perspectives.
4. Celebrate behavior, not just results
Celebrating successes is important, but what you celebrate determines what people repeat. So focus not only on KPIs, but especially on behavioral change. For example: a team that discusses its own performance metrics for the first time takes a bigger step than a temporary increase in output.
Use principles from Organizational Behavior Management(OBM) to recognize, reward and embed desired behaviors. Continuous improvement starts with people taking ownership of their work.
5. Keep rhythm, not routine
Structure is necessary to sustain improvement, but beware of rigidity. A standard weekly meeting without a sharp goal rarely produces real progress. Therefore, create rhythm with a clear focus: where are we, where do we want to go, what is blocking us?
Use an improvement backlog, as in agile, in which priorities, ownership and progress are visual. This way you create ownership as well as momentum.
6. Take the next step, facing the horizon
Each step should not just be an action, but a conscious movement toward your end goal. Don’t lose sight of the bigger picture. Use improvement roadmaps or maturity models (such as CIMM) to keep seeing the big picture as you improve locally.
Steps without direction are pressure without results. So always provide a direction
Bonus tip: Not every step is easy – and that’s okay
The metaphor suggests that each step is equally manageable. But practice shows: some steps are tough, complex or confrontational. For example: a culture shift or breaking through silos.
Here it helps to distinguish between technical and behavioral resistance. Is the process too complex, or is the behavior out of alignment? Deploy interventions from change management and OBM. Design behavior, don’t expect it to happen automatically.
And provide psychological safety. Only in an environment where mistakes are allowed, do people really dare to change.
In conclusion: you don’t eat an elephant alone
Tackling the elephant is not the job of one person. Involve colleagues, listen to the shop floor, use the knowledge of experts. At Symbol we believe in improving together, with an eye for value, people and results.
So: how do you eat your elephant? We are happy to help you – step by step.
Also interesting to read
How do you eat an elephant?
Dutch productivity is falling again - and that offers precisely opportunitiesLabor productivity in the Netherlands fell again in 2024, CBS figures show. While the economy is growing, the output per hour worked is actually decreasing. A signal that traditional ways of...
From Theory to Practice: Junior Consultant at Stoneridge
From theory to practice: Junior Consultant at Stoneridge Before working at Symbol, Junior Consultant Wisse Bos had never heard of a Production Part Approval Process (PPAP). Now he knows all the terms associated with a PPAP - such as PSW and PCN - like the back of his...
Optimize Quality Management with AI Tools
Optimize quality management with AI tools In the modern business environment, quality management is becoming increasingly important. Companies strive to provide high-quality products and services to ensure customer satisfaction and market competitiveness. Quality...