**6. Conclusions**

Continuous improvement is a key feature to include in the culture of organizations that want to play a major role in people and society. The CI culture with the right direction and higher purpose was created by Toyota and now is being spread around the world with many other organizations also contributing to enrich those concepts and practices. In this chapter, three models were referred as including the right set of principles to be followed by those who want to also benefit from the wonders of CI. Nevertheless, CI is not easy to implement nor to master and a lot of hard work and perseverance is required to succeed with effectiveness. The main ingredients to implement CI are at least the following: The right mind set of the top management, a clear definition of the vision/ "True North", leadership system explicitly designed to create a CI culture, generation of natural teams, empowerment of natural teams, daily team meetings, visual management everywhere, supporting people with CI experience, always questioning the existing CI system, coaching skills spread around the organization, constant search for people engagement.

Unfortunately, very few organizations succeed in perfect align all the different required elements to create the right culture. In this line of thought my friend Frank Devine in one of his articles [14] also argue that most Corporate Leadership Programs are detached from, rather than integrated with, CI. These leadership programs are almost random collections of often unintegrated leadership skills rather than a system of leadership.
