There are many process development program, especially Lean Six Sigma determination that have not done a excellent job of balancing speed and intelligence. There are many reason, Sometimes it is due to poorly scoped development that are just too big to swallow. It is due to a rareness of change organization skill. Then there is the training that often accentuates statistical rigor over speed as if the M in the DMAIC roadmap views for Months instead of Measure.
As my plant director at Ford used to say, a really perfect description of fixed up is still. If you want to recover by an order of magnitude in order to satisfy your client or customer.
In place of a natural reaction to comprehensive project cycle times, there are a lot of importance lately on the “how to do the work?”. But it may be at the expenditure of “what work should we do?”. Agile approaches are really useful to establish work and drive out waste. Failing quicker can offer a useful acceleration of the knowledge curve. But Agile method alone do not offer much in term of detailed analytical procedures to ferret out the root causes of complex tricky.
Approaches to tool known answers for known root sources are just very different than technique to find unknown explanation to unfamiliar root causes. There are some overlap of progression, but also stark modifications and every association needs to manage both type of work.