The Lean Brain Theory : Complex Networked Lean Strategic Organizational Design

The most complex organization known in the universe is inside of our heads: our brain. Because organizations are formed by human beings, The Lean Brain Theory aims to mimic human brain structure and functionality so as to enable the emergence of brain-like organizations in which the 'neurons' are the human-beings and the 'axons' ought to be Lean Management oriented behavioral and communication patterns. These networks ought to evolve towards brain-like configurations that display thinking-like processes and ultimately organizational consciousness. The Lean Brain Theory offers a quantifiable holistic framework to strategically design any organization as a human brain. By embedding complexity into the Strategic Organizational Design (SOD) and combining this with Lean Management and neuropsychological state of the art knowledge, The Lean Brain Theory ends up with the Brain-Organization metaphor and makes it possible.

This idea of embedding complexity into organizational design is a follow up to the book The Hoshin Kanri Forest. That book dealt with the methodology of creating 'forest-like' topologies. The Lean Brain Theory aims to set the ground for Lean organizations of the future that embrace both Business Intelligence and Complex Networked Lean Strategic Organizational Design. The organization as a super-network evolves towards 'intelligent' Human-Brain-like entity. The Lean Brain Theory ultimately seeks to integrate an anthropomorphic organizational paradigm with future tendencies of technological advances. In this way, the brain-like organization emerging from it can be regarded as bionic.

• Provides a fully tested in practice theoretical framework to scientifically embed complexity within the lean strategic organizational design for the Lean Practitioner and Lean Manager.
• Provides an actionable metaphor on how to design an organization like a brain-like complex network and quantifies the advantages of this approach compared to other organizational design configurations. Operationalizes and quantifies (through key performance indicators), for the first time, the brain-like organization metaphor.
• Combines AI (artificial intelligence) and mathematical tools that leaders can easily use for more effective and efficient strategic lean management. Among other applications, leaders will learn how to apply scientific lean management in order to detect KPI manipulation, foresee the effects of interpersonal power relations on organizational design, quantify organizational alignment, quantify the spreading dynamics of organizational standards and many more.
• Details the phases of organizational design evolution and includes the most detailed step-by-step real case-study of the first 180 weeks of emergence of a lean strategic organizational design configuration.

Introduction

Part 1 : The Metaphor
Chaper 1 : Brain-Organizational paradigm

Part 2 : The Method
Chapter 2 : The emergence
Chapter 3 : The rise of the Lean Brain

Part 3 : The Theory
Chapter 4 : The Lean Brain Theory
Chapter 5 : Perspectives on Organizational Culture

Part 4 : Applications
Chapter 6 : Interpersonal Power and the Lean Brain
Chapter 7 : Closing Reflections

Hagakure
Appendix : H4 Art
References
Index