The Lean Brain Theory: Complex Networked Lean Strategic Organizational Design
Autor Javier Villalba-Diez, PhDen Limba Engleză Hardback – 2 noi 2017
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.
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Specificații
ISBN-13: 9781138069275
ISBN-10: 1138069272
Pagini: 187
Ilustrații: 17 Line drawings, color; 7 Halftones, color; 24 Illustrations, color
Dimensiuni: 156 x 234 x 20 mm
Greutate: 0.5 kg
Ediția:1
Editura: Taylor & Francis
Colecția Productivity Press
Locul publicării:Oxford, United Kingdom
ISBN-10: 1138069272
Pagini: 187
Ilustrații: 17 Line drawings, color; 7 Halftones, color; 24 Illustrations, color
Dimensiuni: 156 x 234 x 20 mm
Greutate: 0.5 kg
Ediția:1
Editura: Taylor & Francis
Colecția Productivity Press
Locul publicării:Oxford, United Kingdom
Public țintă
Professional and Professional Practice & DevelopmentCuprins
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 葉隠
Appendix. H4 Art.
References
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 葉隠
Appendix. H4 Art.
References
Recenzii
"Today, our processes and organizations are becoming more and more complex. The Lean Brain Theory provides both the necessary theoretical background and a fully tested in practice approach to enable corporations to cope with such process and organizational complexity."
-Steffen Scheuring Head of Lean Management Global Manufacturing & Quality EMEA/LA Fresenius Medical Care Deutschland GmbH "Learning is a process and processes need time, especially in complex and ever changing environments. Time is the most important critical success factor. The Hoshin Kanri Forest and The Lean Brain Theory helped me and my organization learn faster and more effectively by embedding complexity within our organizational design configuration. An outstanding WOW effect!"
-Franz Obermeier, Head of Filling Technology, Bottling Technology Krones AG
"This book challenges the reader by combining state of the art neurobiological knowledge, lean strategic organizational design, artificial intelligence models to effectively compute today's business complexity and the mathematical approach needed to build an actionable strategy in practice.
The scientific lean management concepts outlined in The Lean Brain Theory are likely to game-change the way collective organizational alignment is understood."
-Prof. Dr.-Ing. Joaquín Ordieres-Meré, Expert in Big Data and Business Intelligence, Universidad Politécnica de Madrid
"The Lean Brain Theory of Organization Design using the brain as metaphor is a provocative statement and a challenge. It builds upon traditional theory of information processing, but goes beyond to formalize a network communications approach. In the author’s own words: I introduced the concept of Lean Structural Network (LSN) and Lean Functional Networks (LFN). Both LSNs and LFNs are directed networks in which the nodes N are the people forming the organization and the edges are respectively the lean oriented business communication standard patterns (CPD)nA for LSN and the actions in the Do phase for LFN.This network model captures informational relations and connectivity correlation matrices. Traditional issues, such as learning, culture, leadership, power, and strategic problem solving are discussed informally, but also formally within the model.
The Lean Brain Theory can be read on two levels: the first is a rich informal narrative – a personal statement, and the second is the more formal model with mathematical formulations and detailed explanatory charts. With the implications for management the lean brain theory provokes academics and practitioners alike to rethink organization design concepts in a new way."
-Richard M. Burton, Professor Emeritus of Strategy and Organization. The Fuqua School of Business, Duke University
-Steffen Scheuring Head of Lean Management Global Manufacturing & Quality EMEA/LA Fresenius Medical Care Deutschland GmbH "Learning is a process and processes need time, especially in complex and ever changing environments. Time is the most important critical success factor. The Hoshin Kanri Forest and The Lean Brain Theory helped me and my organization learn faster and more effectively by embedding complexity within our organizational design configuration. An outstanding WOW effect!"
-Franz Obermeier, Head of Filling Technology, Bottling Technology Krones AG
"This book challenges the reader by combining state of the art neurobiological knowledge, lean strategic organizational design, artificial intelligence models to effectively compute today's business complexity and the mathematical approach needed to build an actionable strategy in practice.
The scientific lean management concepts outlined in The Lean Brain Theory are likely to game-change the way collective organizational alignment is understood."
-Prof. Dr.-Ing. Joaquín Ordieres-Meré, Expert in Big Data and Business Intelligence, Universidad Politécnica de Madrid
"The Lean Brain Theory of Organization Design using the brain as metaphor is a provocative statement and a challenge. It builds upon traditional theory of information processing, but goes beyond to formalize a network communications approach. In the author’s own words: I introduced the concept of Lean Structural Network (LSN) and Lean Functional Networks (LFN). Both LSNs and LFNs are directed networks in which the nodes N are the people forming the organization and the edges are respectively the lean oriented business communication standard patterns (CPD)nA for LSN and the actions in the Do phase for LFN.This network model captures informational relations and connectivity correlation matrices. Traditional issues, such as learning, culture, leadership, power, and strategic problem solving are discussed informally, but also formally within the model.
The Lean Brain Theory can be read on two levels: the first is a rich informal narrative – a personal statement, and the second is the more formal model with mathematical formulations and detailed explanatory charts. With the implications for management the lean brain theory provokes academics and practitioners alike to rethink organization design concepts in a new way."
-Richard M. Burton, Professor Emeritus of Strategy and Organization. The Fuqua School of Business, Duke University
Descriere
The most complex organization known in the universe is inside of our heads: our brain. The Lean Brain Theory aims to mimic human brain structure and functionality to enable the emergence of brain-like organizations in which the 'neurons' are the human-beings and the 'axons' are Lean Management oriented behavioral and communication patterns.