Lean vs agile in the context of complexity management in organizations

Abstract

Purpose

The objective of this paper is to provide a deeper insight into the relationship of the issue “lean vs agile” in order to inform managers towards more coherent decisions especially in a dynamic, unpredictable, uncertain, non‐linear environment.

Design/methodology/approach

The methodology is an exploratory study based on secondary data analysis.

Findings

“Lean” and “agile” are two exclusive concepts “in the limit” and “agile” has a higher potential for serving as an instrument for starting “a journey” towards a new sustainable organizational paradigm.

Research limitations/implications

Further research in the context of the arguments presented is necessary, especially in the “field” and on primary data.

Practical implications

There are clearly indicated contexts of primary applications of “lean” and “agile”, and especially along with the techniques, methodologies and system‐thinking informed by chaordic system thinking (CST), which should be of help for managers.

Originality/value

The novel contribution of the paper is the presentation of the argumentation on “lean” and “agile” as exclusive concepts and their analysis through the CST lenses, as well as the presentation of suggestions for development of new manufacturing systems paradigms.

Citation

Putnik, G.D. and Putnik, Z. (2012), "Lean vs agile in the context of complexity management in organizations", The Learning Organization, Vol. 19 No. 3, pp. 248-266. https://doi.org/10.1108/09696471211220046