How Toyota's culture of continuous improvement can transform your company

Before transforming Riot Games and creating Digital Onion. I worked at Toyota. Any employee can stop the production line if they see an issue. ANYONE... Try that at most tech companies. The principle is to catch problems early when they're small. Don't wait for them to compound. Most organizations do the opposite. Problems get escalated up and, unfortunately, by the time leadership sees them, they're crises. At Toyota, I learned continuous improvement is embedded in culture. And culture only works when it's backed by real authority at every level. When I coached Riot Games, I brought this approach. Teams could make decisions that affected millions of players. Without approval. Without escalation. Silicon Valley companies say they value iteration, but they don't give people the authority to actually iterate. It's backwards. After 20 years applying these principles across industries, there's one thing I leaned: the companies that truly empower people outperform the ones that just talk about it.

After hearing your experience across industries, the pattern is unmistakable: companies that trust their people to own decisions consistently outpace the ones bottlenecked by hierarchy.

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