Being able to begin with a “nursery slope” process and move toward an “off piste” process creates an evolutionary style of introducing change. This is in contrast to a revolutionary style of jumping straight into the implementation of a new process. An evolutionary approach is appropriate for contexts where there is strong resistance or where a revolutionary change will highlight more issues than it is possible to resolve effectively. Large enterprises, with legacy technologies, complex architectures, and political silos, may struggle to make the leap to a having multi-skilled, cross functional teams delivering production code every few weeks.
Whatever approach is taken, it should be remembered that method is only a means to achieving purpose and measuring capability toward that purpose. Rather than focusing on being lean or agile, which may (and should) lead to being successful, we should focus on becoming successful, which will probably involve being lean or agile. The end goal is to be successful, and a kanban system is a means to that end, not an end in itself. To finish with a quote from The Toyota Way  by Jeffery Liker, “kanban is something you strive to get rid of, not to be proud of.”
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