April 07, 2026

Coaching and Co-Learning — Understanding that Lean Is a Journey

26 minutes

This week The Management Brief kicks off an extended series on the coaching and co-learning that is occurring throughout the lean community. We’ll be exploring the benefits of mutual learning in all its forms — senior leaders with their lean coaches, be they external or internal to the organization, as well peer-to-peer relationships — that deliver more value and open avenues of understanding and growth not possible when going it alone.

Most if not all leaders are looking for guidance tailored to their positions, and that’s especially true of lean leaders seeking to transform themselves and their organizations. Effective coaching and co-learning relationships offer a “follow me and we’ll figure this out together” association that enables both partners to navigate a lean journey, establish a path for lean transformation, and achieve sustainable results. We will examine what makes lean coaching and co-learning relationships effective, and, in the process, provide insights into how to establish your own co-learning opportunities.

Our initial installment in this series brings together Marco Lopez, CEO Dreamplace Hotels, & Resorts in the Canary Islands, which embarked on a lean “never-ending” journey 15 years ago, and Oriol Cuatrecasas, coach with the Instituto Lean Management in Spain and a lean practitioner for decades. Mark Reich, LEI Chief Engineer, Strategy, interviews the duo who discuss co-learning and the Dreamplace journey, including:

In 2009, Marco says he and others in the company asked, “What can we do to be more competitive,” and realized they had to do something new and that lean was an option. He is grateful they came to the decision to pursue lean, now seeing it as “the only way,” despite not recognizing early on that the journey would not be easy or fast and takes continuous attention and effort to sustain.

Marco recalls directors working on the first A3s with Oriol, with them being instructed to go out to the gemba and solve real problems. He realized this approach was going to take time, and he and directors would need to be patient and support people every step of the way. Marco recognized that lean was not a “plug-in solution.”

Oriol recalls what attracted him to working with Dreamplace. Around 2010, he was speaking at a public conference and, at the end of the event, advised attendees to take a problem, take a team, learn, apply lean, and share successes (as Jim Womack often advised). Five years later he received an email from an operations manager at Dreamplace who described doing precisely what Oriol had suggested, wanted to share with him what a team was working on, and asked, “When are you going to come?” Oriol went to Dreamplace and met the manager and Marco. A Dreamplace team had begun breaking down silos (lodging department, kitchen, housekeeping, etc.) that prevented flow in serving hotel guests better, and also was working to have a majority of business decisions made by frontline employees. “Immediately I fell in love with these people, and said ‘When do we start?’”

Marco and Oriol discuss how lean was meant for the hospitality industry, an environment that is purely value-added and in which every customer requires a customized experience. This environment requires a reliance on cross-functional teams to seamlessly support the customer’s journey throughout all aspects of their stay.

Coaching has helped Marco and managers within Dreamplace learn how to set goals, manage and empower people, and be honest and open with teams. For example, Marco learned to show up at the gemba and support staff without dominating the situation. Dreamplace started its lean journey internally, working on its own for five years. In hindsight, Marco advises others to ask for professional help from the beginning: “You will save at least two or three years.” Oriol says it helps to be coaching “the right executive,” someone who can make real decisions to change things, own the transformation, and accept that there will be moments of frustration that must be worked through to avoid failure.

Interested in bringing coaching and co-learning to your organization? Schedule a call today.

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