How we use SF in problem focused teams

Yuzuru-Yoshida

Abstract

In Japanese banks the problem focus is much more common than a solution focus. People often seem surprised when I report that SF works really well in banks. Some say, “Oh, it’s like magic! “How did you succeed in making such a rigid organisa- tion adopt SF?” or ask, “What kind of changes were actually achieved?” or “What kind of techniques did you use?” I would like to answer these questions by elaborating on two cases in which SF helped to develop high-achieving teams. Before reporting these cases I present the framework and follow-up of my SF training and the synergy effect in a team.

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