Yeah I mean I worked at a very large bank for 30 years, who implemented numerous of these techniques. Lean 6, 6 Sigma, and many others over the years. They spent countless millions on consultants to get these programs going. But as they were run at my bank (and I'm sure many other places) they simply came down to "do more with less" (which translates to work more hours for no pay) - which they seem to have well in hand at Paizo!Well, those fundamentals don't do much if they don't have motivation to follow them, which we have established that they probably don't. Some primers are called for to give them an understanding of why they need to change. That's why I mention using the story of the Toyota Way - a concrete example of building one of the most robust companies on the planet. Embedded in that is the concept of continuous improvement. I wouldn't start with methods before getting buy-in on the basic idea that there's a long road of constant changes ahead to reach success.
Not saying these methods can't be effective and good, but the top and all the levels of management below need to understand them and really believe in them to make it work. and I'm pretty sure from various descriptions of the environment at Paizo that's never going to happen.