In my experience it is therefore incumbent upon an organisation to have an holistic strategy for their Lean Transformation, with a clear vision of where they want to get to, described in hard and soft KPIs, and a plan of how to get there. From this plan, capability and competence gaps can be identified and a combination of internal development, external hires (perhaps some ex-Toyota, Danaher, Honeywell, etc. employees) and consultancy support can be used to close those gaps.
Just don't think that by hiring Lewis Hamilton you can build a F1 winning team...
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