Local adaption and central confusion: decentralized strategies for public service Lean implementation
Journal article, Peer reviewed
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Original versionPublic Money & Management. 2018, 38 (1), 13-20. 10.1080/09540962.2018.1389493
There are a number of arguments for implementing public service Lean in a decentralized fashion, characterized by employee participation and local adaptions of the concept. This paper reports on a longitudinal case study of decentralized Lean implementation in a large Norwegian public service provider. The analysis points to unintended consequence of communication and co-ordination difficulties. The authors suggest ways of striking a reasonable balance between centralized and decentralized strategies of Lean implementation.