The following is a chain of events that happens in the 'real world' when making changes in a business:

• Many business owners, CEOs, or operations managers believe that if they make several small incremental changes to their business, they should get a 5 or 10% increase in productivity.

• Then, because 5 or 10% is worth quite a lot to the business, they decide that they should do a bigger, more comprehensive project.

• This leads to the business using a lot of time, money, and resources (staff), to plan the project.

• Typically, the productivity change project becomes even bigger and chews up more resources, and is viewed as an interruption to business as usual.

• Consequently, this leads to the failure or stalling of the productivity initiative.