As a LEAN architect by myself, the Main problem that I encounter every day is that following the principles require actual thinking. Like: - why do we do this

As a LEAN architect by myself, the Main problem that I encounter every day is that following the principles require actual thinking. Like: - why do we do this in the first place? What _is_ the customer value (and therefore is waste?) - is this complicated reporting process actually needed? - which strategic knowledge is missing so that the delivery teams can decide things on the spot? And so on… . The bigger the company, the harder to overcome human issues. At least it helps that the LEAN focus is always to deliver customer value fast, with high quality and still cheap (by eliminating everything else).