Companies today invest heavily in digitalization, process improvement, and KPI systems. Yet the results often fall short of expectations. The problem is usually not the technology itself, but the space between decision and execution — the space where people are involved.
That is why one of the key topics at LEAN AKADEMIJA 2026 will be coaching and people development as the foundation for sustainable change.
Together with Dr. Marijeta Kobetič, we discussed where companies most often overlook the human factor, why coaching is not a “soft” activity but a practical tool for improving results, and why it also plays a critical role in Lean environments.
Marijeta, companies today invest heavily in processes and digitalization. In your opinion, where do they most often neglect people?
Mostly in situations where they fail to ask what impact the changes will have on people and how to address their reactions. Companies still too often underestimate the human factor. Processes and systems only make sense if people support them and are willing to embrace them. Without that support, problems appear in every phase.
That is why it is essential, already at the moment when change is decided upon, to think about how people will be supported alongside the implementation itself. The goal is to help them accept the change more easily, internalize it, and use it consistently in the long term. This is where coaching — individual, team, or group coaching — plays a critical role, because it helps translate change into daily practice.
Coaching is often perceived as something ‘soft.’ How does it actually influence concrete business results?
Coaching does focus on developing soft skills, but the results are very concrete. The clients I work with change the way they communicate, make decisions, and lead people. Very often, the shift is from hesitation and indecisiveness toward greater confidence, clearer communication of opinions, and faster decision-making. As a result, team climate improves, managers are more satisfied, and processes run more smoothly because there are fewer delays caused by uncertainty or waiting for leadership direction.
Sometimes the situation is the opposite — from overly aggressive communication and low empathy toward calmer, clearer, and more constructive communication. This allows people to focus less on the tone of communication and more on the actual content and problem itself.
In coaching, we always work with specific goals that are also measured. Even areas that seem difficult to measure, such as communication quality, are translated into measurable indicators. I use the “Impact of Coaching” approach, where the client and their manager evaluate the initial situation together at the beginning, and then reassess the progress after the coaching process. The improvement is always visible — both in the individual and indirectly in the team and company results.
How do you see the role of coaching in a Lean environment — where does it make the biggest difference?
Coaching improves both individual and team performance, which is essential when implementing changes such as Lean. People respond to change differently — some embrace it immediately, others remain neutral, and some resist it.
Coaching helps all of these groups: it supports motivated individuals, activates neutral employees, and addresses the concerns of those who resist change. In this way, people align more easily, accept the change, and begin actively supporting it.
It also plays an important role after Lean implementation, by helping organizations deal with challenges, setbacks, or resistance, and by ensuring that the changes become sustainable and part of everyday work.
What is one thing a leader could start doing tomorrow that would have a major impact on the team?
One simple yet extremely effective thing is for leaders to start asking more questions and listening more — roughly in an 80:20 ratio in favor of listening — instead of spending most of the time talking.
Leaders should listen with the genuine intention of understanding what employees are experiencing, what challenges they are facing, and avoid making assumptions about what people think or feel.
When leaders start asking questions, employees begin thinking more independently, looking for solutions, and taking ownership. This also allows leaders to focus more on their real role — leading people.
Why do you think someone should attend LEAN AKADEMIJA 2026?
Participants will gain valuable insight into Lean approaches, new developments, and best practices. But the real added value is understanding that success does not come only from changing processes — it also requires a change in mindset and leadership approach.
It is precisely this combination that allows change to truly come to life, reduces mistakes, improves relationships, and helps companies achieve better — and above all, sustainable — results.
Can a company achieve outstanding results without developing people — only through better systems and KPIs?
A company may achieve better short-term results through improved systems and KPIs, but it is very difficult to achieve outstanding and, above all, sustainable results without developing people. Without people development, changes never become part of the organization’s mindset and behavior.
Employees may temporarily adopt new systems, but without a real shift in mindset, they often return to old habits and patterns. That is why such results are usually short-lived.
For long-term success, companies must work with people — developing mindset, behavior, and leadership capabilities. And this is exactly where coaching plays a crucial role.
