Local adaption and central confusion: decentralized strategies for public service Lean implementation

Marte D.-Q. Holmemo and Jonas A. Ingvaldsen

Public Money & Management, 2018, vol. 38, issue 1, 13-20

Abstract: 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.

Date: 2018
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DOI: 10.1080/09540962.2018.1389493

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