Why Implementing Fast Creates Real Change

I recently received some feedback from a listener that really stuck with me. He shared how he was rolling out Superintendent 2.0 to his team along with a superintendent playbook he had spent five months developing. He mentioned how much value he got from one of the earlier blogs, and it made me so grateful to see these ideas not only being heard but actually being implemented in real organizations. That kind of feedback reminds me why I do this work.

Today I want to talk about a topic I have been waiting to cover for a long time, and that is the importance of implementing fast. Too often in our industry, when the conversation turns to lean rollouts, I hear things like, “Let’s just start small with a huddle,” or “We need to take it slow so we do not overwhelm anyone.” On the surface, that might sound reasonable, but in my experience, it usually does more harm than good.

The truth is that going slow rarely works. People sometimes say it because they want to avoid change altogether. Saying “this is too much” or “we are moving too fast” can be a clever way of resisting progress. If you look closely, the people making those arguments are often the dissenters who do not want the effort to succeed.

I have always believed it is not the big organizations that overtake the small, it is the fast that overtake the slow. Change needs speed because speed allows you to build momentum, get results, and prove that the new system actually works.

Let me explain with an example. Imagine trying to create a human being but only starting one organ at a time. First the lungs, then the heart, then the brain. That baby would never survive because a human body has to be born as a whole system. Lean is the same way. If you only do pull planning without connecting it to takt planning, look ahead planning, weekly work plans, and day plans, then you have created a broken system. Instead of solving problems, you create new ones because the different parts are not working together.

Going slow is like ripping off a bandage one inch at a time. You prolong the pain and stretch out the discomfort. Or it is like easing into a freezing pool, dragging out the shock instead of just jumping in and getting used to the water. When you implement fast, you take the hit once, but you get through it quickly and can start reaping the benefits sooner.

Now, implementing fast does not mean being careless. It means building the smallest complete system that can actually function. You document it, you make visuals, you do the training, and then you launch it. You do not need to roll out every lean tool all at once across the whole company, but whatever you do roll out should include all of the necessary parts to make it work. That is how you avoid sub optimization and wasted effort.

The real danger of slow implementation is that people get tired of waiting for results. The team loses momentum, enthusiasm fades, and eventually the effort stalls before it ever matures into a functioning system. Fast implementation, on the other hand, creates clarity, accountability, and measurable wins that keep everyone engaged.

I know it is not easy. Implementing any meaningful change requires courage, discipline, and a willingness to push through discomfort. But when you birth a lean system, even if it is just a small one, you bring it to life as a complete organism. It will be hard to raise, but at least it is alive and working. That is what gives you the chance to grow, refine, and eventually scale it across the organization.

Key Takeaway
Slow implementation drains energy and creates sub optimization, while fast implementation builds complete systems, gains momentum, and delivers real results that last.