Absolutely. For example, there is Tom Peters who pushes for massive step change - destroy out the old, and bring in an entirely new process. At the other extreme is Kaizen, and continual improvement (which is still discontinuous, but generally small steps at a time rather than one huge one).The Taz! said:Gee Steve. . . looks like a new thread germinating. . . possibly the American way of Break-through technology vs. Incremental Improvement. Plateauing vs. step or slope.
Part of being a succesfull entity is being able to tell when to use each. The American way (unfortunately) includes a desire for "instant pudding" (Dr. Deming's phrase). So American companies tend to go for the big huge changes. Where we have failures is where people throw out everything (the baby with the bathwater so to speak) and don't include old knowledge and old lessons learned when designing the new system. These huge changes die a huge painful death when not well thought out. We don't hear much of "reengineering" anymore.
- The following is not an original thought - Perhaps when faced with a really broken system it is worth doing a massive redesign to it, and then follow that redesign with continual improvement.