Lean – the management consultant’s paradox | The Oxford Review

Lean – the management consultant’s paradox

Research Briefing

Keywords: lean, lean thinking, management consulting, change management, lean implementation, learning, learning culture, organisational development

The concept of lean has grown from an operational set of tools to reduce waste and increase value into a complete management philosophy of excellence, that involves a range of other ‘soft’ factors, such as leadership, management, learning and engagement. Additionally, lean has spread from manufacturing into other areas such as services, health, aviation etc.

During the evolution and growth of lean and lean principles, factors such as organisational learning and knowledge management have come to the fore. This developing notion of lean focuses very much on employee engagement and participation in the development of a learning culture, in which the employee has ’voice’ and empowerment and, in essence, drives the learning and organisational development agenda and process.

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Disclaimer: This is a research review, expert interpretation and briefing. As such it contains other studies, expert comment and practitioner advice. It is not a copy of the original study – which is referenced. The original study should be consulted and referenced in all cases. This research briefing is for informational and educational purposes only. We do not accept any liability for the use to which this review and briefing is put or for it or the research accuracy, reliability or validity. This briefing as an original work in its own right and is copyright © Oxford Review Enterprises Ltd 2016-2019. Any use made of this briefing is entirely at your own risk.

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