This thesis investigates how a factory in Novo Nordisk can combine lean manufacturing and agile manufacturing in the pursuit of leagile manufacturing by designing internal organisational structures and navigating organisational paradoxes.
The investigated factory was amidst a leagile transformation while the inductively based research was undertaken through semi-structured qualitative interviews of leaders and employees within the factory.
The scope of the thesis has been two-fold: Firstly, we map the structural characteristics of the leagile factory. Secondly, we investigate paradoxes of culture and leadership arising from the efforts to pursue leagile in order to assess how the factory navigates these paradoxes to ensure high performance and long-term success. Furthermore, we conduct an in-depth view on the paradox of exploring and exploiting simultaneously through theoretical lenses of organisational ambidexterity.
Based on the conducted interviews we find that the factory navigates paradoxes of culture and leadership by structurally separating units for exploration and exploitation and integrating them through structural liaison devices. Also, we find that the culture in the factory contributes positively to the leagile transformation by empowering the employees. Finally, leaders ought to combine a structural and cultural approach when navigating paradoxes in order to increase leagility.
|Educations||MSc in Psychology, (Graduate Programme) Final Thesis|
|Number of pages||109|