Prospection in Lean is the ability to anticipate and prepare for change before it happens. It’s not only about reacting to what is happening here and now, but also about consciously planning the future of the organization. During the unveiling of the Lean TWI Summit 2026 agenda, Wiktor Wołoszczuk highlighted this perfectly: “Adaptation is the here and now. Prospection is looking into the future.” This simple but powerful thought captures why prospection is becoming a vital skill for any company building a culture of continuous improvement.
What is prospection in Lean?
Prospection in Lean can be understood as an organization’s ability to:
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detect market signals and emerging trends,
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anticipate different future scenarios,
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prepare actions that allow it to stay ahead of the competition.
Unlike adaptation, which is about responding to immediate events, prospection requires a long-term mindset. Think of it as the difference between a driver who reacts only when they see an obstacle right in front of them, and one who looks several hundred meters ahead and already adjusts their route.
Why is prospection critical in Lean Management?
Traditionally, Lean has been associated with waste elimination and process optimization. But in the 21st century, that’s no longer enough. Simply “streamlining” processes doesn’t secure long-term success if an organization lacks a vision of where it is heading.
Prospection in Lean adds a new layer of depth to continuous improvement because it:
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encourages proactive action instead of reactive firefighting,
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strengthens strategic thinking and long-term growth,
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integrates Lean with innovation and emerging technologies such as artificial intelligence.
Prospection, innovation, and artificial intelligence
It’s impossible to discuss prospection today without mentioning innovation and AI. Organizations that leverage predictive tools, data analytics, and AI-powered simulations gain an edge not only in planning but also in experimenting.
Industry example:
An automotive components manufacturer introduced AI-driven predictive maintenance systems that analyzed production data and forecasted machine failures. As a result, they reduced downtime by 25% within one year. That’s prospection in practice: identifying problems before they occur and preparing appropriate countermeasures.
Prospection as one of the Six Higher Powers in Lean
At Leantrix, we see prospection as one of the Six Higher Powers – the superpowers that enable organizations to build a culture of continuous improvement.
Lean is not just about tools. It’s about capabilities and mindsets that shape how organizations adapt and grow. Each Higher Power addresses a specific business challenge, but prospection stands out as the one that connects the present with the future. It allows leaders to clarify their purpose and consciously develop their organizations in that direction.
How to develop prospection in your organization?
Building prospection in Lean doesn’t require massive transformations. It starts with habits and practices such as:
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Trend analysis as a routine – reviewing technological and market changes regularly.
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Scenario-based planning – creating multiple possible futures and rehearsing responses.
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Experimentation and pilot testing – trying out small initiatives to learn what works.
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Leveraging data and AI – using predictive analytics as a decision-making ally, not just as a buzzword.
Case study – prospection in healthcare
One of our partners in the healthcare sector asked a simple but powerful question. What will patients expect in five years?
Through a prospection workshop, the team identified three major trends:
- the growth of telemedicine,
- rising demand for personalized care,
- increasing cost pressures.
Based on these insights, the organization began investing in digital tools and redesigning work standards that would match future patient needs. This is prospection in action: not waiting for change to happen, but shaping today’s strategy to be ready for tomorrow.
Conclusion – prospection as a survival skill
Prospection in Lean is more than just a catchy term. It’s a survival skill and a growth driver for organizations facing accelerating change.
It’s not enough to improve processes in the here and now. We need to look ahead, understand upcoming challenges, and prepare for them today.
That’s why Lean TWI Summit 2026 is built around the Six Higher Powers. Because true continuous improvement doesn’t rely on tools alone – it depends on the superpowers that empower people and organizations to grow together.
I am a promoter of Lean Management and the Training Within Industry program. I am a practitioner. I co-create many startups. Since 2015, I have been the CEO of Leantrix - a leading Lean consulting company in Poland, which, starting from 2024, organizes one of the largest conferences dedicated to lean management in Poland - the Lean TWI Summit. Since 2019, I have been the CEO of Do Lean IT OU, a company registered in Estonia that creates the software etwi.io, used by dozens of manufacturing and service companies in Europe and the USA.
