The emperor’s new clothes in a modern-day parade

Hans Christian Andersen (1805-1875) was a Danish author best known for his fairy tales, including “The Emperor’s New Clothes” which have become classics of children’s literature worldwide. He never wrote about Kaizen, Lean or the Toyota Production System, collectively known as continuous improvement (CI) philosophies developed in the 20th century.

- REY ELBO

Today, it’s easy to interpret “The Emperor’s New Clothes” to read like a management case study for CI learners and practitioners alike. But first, here’s the background story.

Two swindlers waltzed into the emperor’s court with the confidence of influencers selling their wares. They pitched their “invention” — new clothes that were so-phisticatedly advanced and exclusive only for people on top of the totem pole!

However, only smart and competent people could “see” them. The courtiers nodded along because they don’t want to admit they’re stupid and incompetent.

Soon, the emperor, thrilled with his “exclusive collection,” marched through town wearing absolutely nothing but his ego. The townsfolk applauded wildly, each clap saying, “Don’t test my IQ in public.” Then, out of nowhere, a 10-year-old boy — probably the first honest voice in years - yelled on top of his voice:

“He’s naked!” In an instant, the crowd saw the truth ~they’d been clapping for haute couture that turned out to be fatty stretch marks and belly rolls.

Unmasking the old characters

Popular CI philosophies are the basis of problem-solving at the ground level, reducing waste and empowering employees. Many companies tried CI but made them more about ceremonies, dashboards and slogans rather than actual results in a fashion show.

That's where the “invisible cloth” comes in. Suddenly, efficiency is measured in laminated posters, wall-to-wall sticky notes, metrics and macho belt titles that look impressive until someone dares to ask: Do they actually create customer value?