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Strategic Lean Management (LM) efforts significantly fail because leaders often lack a map of their organizations. This book will provide a comprehensive quantifiable framework for strategically designing organizations for LM. Combining knowledge about Strategic Organizational Design and LM, the authors introduce a theory called Hoshin Kanri Forest that considers organizations as networks with organizational structure, functional connectivity, and effective dynamic patterns for attaining an optimal Strategic Organizational Design towards the strategic goal of LM. It presents the future of Lean organizations relying on strategically designing its structure, function, and effective dynamics.
