1. Establish a Trusted Advisor Relationship with Senior Leadership

A fundamental key to success for any CI team, especially small ones, is building a trusted advisor relationship with senior leadership. For continuous improvement to truly make an impact, it must align with the organisation’s strategic goals. CI should be seen as a driver of strategy, not just an add-on or "nice-to-have."
Building these relationships takes time, but it’s essential for getting the ear of key decision-makers. When senior leaders view CI as integral to achieving operational goals, they are more likely to engage with the team and rely on them to help deliver on those strategic priorities.

2. Build a Skilled Team

Even in a small CI team, having the right mix of skills is crucial. The group highlighted the need for technical expertise in Lean and CI, along with skills in change management, facilitation, coaching, and even training delivery.
Although the team may be small, having a range of skills ensures they can provide high-quality support across the organisation. Whether driving process improvements, leading workshops, or offering one-on-one coaching, a skilled CI team can make a significant impact.

4. Develop User-Friendly Frameworks

One of the most important factors we discussed was the need for clear and user-friendly CI frameworks. Complex, jargon-heavy methodologies can create barriers to engagement across the wider organisation.
It’s vital to adapt frameworks to fit the specific needs and culture of the organisation. Step-by-step models that are simple, accessible, and effective help teams engage with CI without feeling overwhelmed. In short, keep it straightforward and relatable.

4. Create a Network of CI Advocates

To expand the reach and capacity of a small CI team, creating a network of continuous improvement advocates or champions across the organisation can be incredibly effective. These advocates, found at various levels, help extend the influence of CI beyond the core team.

CI champions can assist with problem-solving, coaching, and process redesign within their areas. They help build capacity for improvement initiatives, spreading CI principles and practices and acting as an extension of the core team.

5. Promote and Celebrate CI Success

Finally, it’s important to actively promote and celebrate CI successes across the organisation. Internal marketing plays a key role in making CI both appealing and impactful. Recognising and rewarding best practices, sharing success stories, and engaging employees through internal communication channels can generate excitement and buy-in for CI initiatives.

When CI is seen as part of the organisational culture—something fun, engaging, and delivering tangible benefits—it is more likely to gain traction and drive lasting change.

 

Conclusion

These five success factors—building strong relationships with leadership, ensuring your team has the right skills, using user-friendly frameworks, creating a network of CI advocates, and promoting CI achievements—are critical to helping small CI teams thrive within large organisations.

If you’re experiencing challenges within your CI team from skills gaps, leadership buy-in or lack of engagement please get in touch to discuss how we might be able to support.