In the late 2000’s to early 2010’s my company became quite serious in implementing Lean Management practices. Year after year, performance and activity boards flourished on the walls, daily meetings turned from awkward to necessary, and the managers and their teams got an increasingly informed eye on what came in and what came out, their lead-time, their rate of complains, and so on. It was all very satisfying indeed. The team leaders were better informed than ever about their own numbers, the middle management was less in control of the narrative that they would serve high management, everything was in its right place. But of course, there was a “but”.