Gemba Summit Lean Panel Q&A with Ryan Tierney, Tom Hughes & Brian Meyers

What’s your one thing from this summit?

The panel emphasized that some of the best learning happens in the informal moments between sessions – conversations over coffee about software development, insights about happiness and family, and connections with people pursuing bold visions.

Key themes included the importance of seeing and appreciating progress before becoming overly critical, recognizing that the ripple effects from these two days will continue for years, and understanding the value of taking a calculated approach rather than overwhelming teams with too many changes at once. The connections made with attendees who want to transform their industries – from making Germany the next Ireland to changing the entire hospitality sector – demonstrate the far-reaching impact of bringing lean practitioners together in person.

Will there be another Gemba Summit next year?

The audience responded with overwhelming enthusiasm when asked about a repeat event. The panel acknowledged that the need is absolutely there – another hundred people who should have been at this event will want to attend once they hear about it, which means considering a bigger venue. The pull for this type of content and information is at an all-time high.

While videos, podcasts, and books are valuable, the in-person physical experience is irreplaceable. 

How do we scale lean thinking into new industries like hospitality and the public sector?

The panel believes lean can absolutely scale into new industries through passionate individuals who become exemplars in their sectors.

The key is finding someone with a vision for how lean can be applied, unwavering passion as their life’s purpose, and strong communication skills to get everyone on board.

Examples include Jane Wilkinson from Kimpton Fitzroy, who aims to make her hotel the world-leading example of lean in hospitality (one of 13 in her group, but thousands across the world), and Putra Kamaro in Ontario, Canada, who is implementing lean in the public sector despite political headwinds and budgetary challenges.

The difficulty with public sector adoption is that many can’t share their improvements externally, limiting the ability to motivate others. It can only ever be pull – starting from a seed with one passionate person and growing organically as others visit and learn.

Final Acknowledgments

The panel closed with reflections on the importance of structure and support systems that enable lean leadership.

Key themes included gratitude for the teams that create the foundation allowing leaders to focus on transformation work, the recognition that sometimes you have to let go of certain responsibilities to move forward and drive lean effectively, and the remarkable speed at which deep connections can form when people share a common purpose.

The session ended with a declaration that this summit represents the beginning of transformational work that will impact thousands and millions of people around the world.