Those who have been working in and around construction for quite some time will know the construction industry has suffered deeply from a lack of innovation and systems improvement for as long as most can remember.

Here at KaiNexus, we believe that each person in our company plays a critical role in the success of our company - and our customers. We’ve grown rapidly over the past couple of years, but we’re still a small team, making each person’s contributions critical.

When most people think of a tech startup, they envision a bunch of dudes in the break room wearing virtual reality headsets chugging Red Bull at 3 am. This stereotypical version of a tech startup exists somewhere, but that’s not us.

We have no Foosball table, we don’t drink energy drinks all day (well, unless you count good coffee and tea), and we don’t sit around playing video games and high-fiving.

All my life, I have been an avid basketball fan. In my younger days, some would say I was a decent player, though many moons have passed since then. Every time we stepped on the court, one of my team’s goals was to get into a rhythm.

The dictionary definition of rhythm is a regular repeated pattern of beats, sounds, activity, or movements. For any non-sports aficionado reading this, imagine a group of individuals working together to achieve a common goal. Each person in this group is moving fluidly through their individual responsibilities, and their entire activities are synced together in unison; much like a choir singing beautiful four-part harmony.

The best part about being involved in a Lean Community is the community - and we have been thrilled to discover a thriving Lean community here in our own backyard in Austin, Texas.

KaiNexus is part of the Austin branch of Lean Construction Institute. Lean Construction Institute (LCI) is a non-profit organization, founded in 1997. The Institute operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices.

If you are considering investing in strategy deployment software to support your organization's efforts to achieve your most important objectives, we congratulate you. Too many leaders talk a big game when it comes to strategy, but fail to provide the company with the tools and information necessary to effectively carry it out. (Here’s a good example of what can go wrong.)

There are a lot of systems out there that could be sold as a strategy deployment solution. You can find everything from glorified spreadsheets to purpose-built improvement platforms. We have had the chance to chat with lots of folks who have been through the selection and implementation process, so we thought it would be useful to share a few of the features that make all of the difference.

If you are considering investing in strategy deployment software to support your organization's efforts to achieve your most important objectives, we congratulate you. Too many leaders talk a big game when it comes to strategy, but fail to provide the company with the tools and information necessary to effectively carry it out. (Here’s a good example of what can go wrong.)

There are a lot of systems out there that could be sold as a strategy deployment solution. You can find everything from glorified spreadsheets to purpose-built improvement platforms. We have had the chance to chat with lots of folks who have been through the selection and implementation process, so we thought it would be useful to share a few of the features that make all of the difference.

If you are considering investing in strategy deployment software to support your organization's efforts to achieve your most important objectives, we congratulate you. Too many leaders talk a big game when it comes to strategy, but fail to provide the company with the tools and information necessary to effectively carry it out. (Here’s a good example of what can go wrong.)

There are a lot of systems out there that could be sold as a strategy deployment solution. You can find everything from glorified spreadsheets to purpose-built improvement platforms. We have had the chance to chat with lots of folks who have been through the selection and implementation process, so we thought it would be useful to share a few of the features that make all of the difference.

If you are considering investing in strategy deployment software to support your organization's efforts to achieve your most important objectives, we congratulate you. Too many leaders talk a big game when it comes to strategy, but fail to provide the company with the tools and information necessary to effectively carry it out. (Here’s a good example of what can go wrong.)

There are a lot of systems out there that could be sold as a strategy deployment solution. You can find everything from glorified spreadsheets to purpose-built improvement platforms. We have had the chance to chat with lots of folks who have been through the selection and implementation process, so we thought it would be useful to share a few of the features that make all of the difference.

n improvement culture cannot be created with a “drop and grow” approach. A continuous improvement culture also needs careful maintenance to grow strong. However, it isn’t easy to measure the health of an improvement culture with spreadsheets or sharepoint files. While a plant gives warning signs in multiple ways, a spreadsheet does not. The only way to know if a culture is failing is that the spreadsheet won’t get filled out.

For consultants, bringing a continuous improvement software platform into their repertoire gives them the ability to conduct health checks on their clients without even being in the building. Software keeps track of due dates, engagement and participation rates, giving consultants and improvement leaders added tools to keep growing their culture.

Have you seen the LifeLock commercial about the bank robbery? A group of robbers comes in with baseball bats and demand that everyone get on the floor. The customers ask the uniformed security officer to do something. Instead, he says, “Oh, I’m not a security guard. I’m a security monitor. I only notify people if there’s a robbery.” He looks at the customers and reports, “There’s a robbery.” The narrator asks, "Why monitor a problem if you don't fix it?"