Lean Organisation Structure – Need of the

hour
Turning over a new leaf whilst taking stock of the traditional ways which you
have been doing your damndest in, can prove to be dodgy sometimes. Aligning
with the very same context, organisations tend to pay heed to the recently
perceived lean organisation structure whilst concurrently embracing the
illustrative aspects of the traditional organisational structure.

The frantic rush following the upsurge of the novel coronavirus had enterprises at
their wits’ end for investing heavily into the tangible assets was a hard row to
hoe. On that account, lean organisation structure becomes the top priority of
all firms, which meets the contemporary demand of creating higher customer
value whilst operating with fewer or limited resources.

 Flouting excessive utilization of resources and zeroing in on

assessing and establishing customer value
Multiple sets of functional departments are actively being given the go-by
for knocking out the extraneous waste in the manufacturing sectors.
Allegedly, investments are falling and, private sectors do not seem to show
any appetite for it. Nonetheless, Organisation development during such
critical and challenging Covid times rushes on a flexible structure, which is
responsive to the ever-changing customer needs howbeit not digging a
hole in the pockets of the PLCs.

 Pooling the available resources and building a sturdy and cohesive

relationship within the manpower arrangement
For a business to jack up the market and survive the ongoing situations, it
unarguably requires its constituting members to have a collaborative
approach and keep an eye peeled for the organisational proceedings.
Infinity People encourages the multi-faceted processes involved in team
cohesion whilst developing a sense of perceived unity within its
entrepreneurial ecosystem of white-collar workers.
 Empowering employees to get to grips with the root causes of
complex problems
One of the most fundamental aspects of the lean organisational structure
involves hunkering down for a time being to have a crack at the main
grounds of the complex problems, of the organisational setup processes.
Certainly, near future goals of any enterprise will stand in the need of
pioneering solutions at each step. Additionally, proactive and dynamic
procedures within the firm carry huge weight in blowing away the cobwebs
of the team involved.
 Placing analysis of customer feedback at the discretion of the
moderators within the firm
Figures estimate that around 96% consumers hold the customer service
and feedback analysis in high regard when determining their choice of
loyalty to a particular brand. Lack of great customer responsiveness can
make an enterprise put its value acquisition from returning customers on
stake. Let us be honest – the more responsive and reachable you are to
your customers, the more credibility you are bound to procure.
 Implementing material and information-flow mapping method for
analysing the organisational design
Material and information-flow mapping or more commonly, value stream
mapping is an essential lean tool displaying an array of central steps
involved in individual processes while, simultaneously evaluating the time
taken at each stage. As can be seen, organisations can utilize the VSM tool
for processing uptimes and downtimes, singling out and cutting down
waste, intensifying the value stream’s efficiency and improving the overall
process management. We cannot stress more on its inevitable need in the
post-Covid times!

Situations change; so should the working procedures of the enterprises

that aspire to mount up their market value in the coming times.
Undoubtedly, the lean structure will run a major league for
organisations to expand their resources quite frequently. However, we
cannot deny the fact that lean culture can only take a successful turn if
employees’ involvement in value improvement are cherished and
admired.