the two systems build on the same foundation beliefs makes their elements complementa Moreves operationalence on cannot be achieved through lean management or age exclusively but rather through the combination at both system using cated to its as there even been a time when customers were more demanding of the companies serving them Industry 4.0 technologies--many barely imaginable only a decaden-have ready enabled genuine breakthroughs in cost convenience and consiston creating extraordinary for buyers who raising the performance borto producers ever higher And then there's the volatity that never entirely disappearing interesat can upend everything from orations to entire business model present in today's current landscapes COVD creates widespread din. comes leaders efforts to make lasting changes in the organisations-efforts that historicaly have required years of sustained effort to takot However, that argument refects a fundamental misunderstanding of both lean management and agile. In realty, both systems have been successful a range of environments, and both share a similar stof foundational objectives to deliver value efficiently for a customer, discover better ways of working to continuously lam and improve transparently connect strategy and goals to give and meaningful purposes and enable people to contribute and lead to their futest potential andate activity that is not valued by the customer or end user. This systematic analysis of processes and valve streams to reduce waste, writy and inflexibility boosts performance in cost control product quality, customer satisfaction and employee engagement- hanously Moreover, the companies apply a mindset of continuous Improvement and flexible working processes in which al employees contributo new ideas and suggestions, so that the organization becomes better over time. Freedom on-value generating takes people focus more on what matters to customers These objectives apply to any amorcity across an organisation. There are however, different ways of achieving them. Both lean management and Agile provide leam models, ways of working, and tools that can be deployed in any way that makes the most sense for an organation Exh). The fact that Connect talent and unlock valve Team models are organizational constructs that bring together individuals an operating model to overvallenmanagement introduces team models such as workers in which teams work together to complete steps that previously happened separately and were vulnerable to dela Meanwhile relies on concepts such as cro functional teams and flow to work pools, which follow the same underlying philosophy. Some Agile is more recent originating in software development in the 1990s accelerating after the release of the Age Marsesto in 2001. Over the past decade, le has rapidly expanded into other industries, such as telecommunications and banking and more recently, heavy industries such as minigandol and gas Lean management and agile share a set of foundational objectives. Institutions ranging from erospace manufacturers tofauthorities have nevertheless persisted focusing efforts on lean management and agile Both methodologies have prove their wor inted systems for helping improve performance Rather tan the traditional process of developing a new product or service-which used to be highly se and time-consuming is much quicker and more flexible. Ale models calor Here development that aims to get an early prototype of a new product or service out into customers' hands as quickly as possible Teams then capture feedback and iterate a quick cycles. refining the product or service over time. Agile approaches have since expanded beyond the realm product development, and comories are increasingly organising for aty across all the Themiwe find many ladies and organizations making is believing they need to choose between the two. In fact, that's not true. Not only is choosing unnecessary, but the two methodologies complementone another in ways that increase the impact they generate only deploying how 4.0 technologies to speed transformation. Under this best of om approach top performing companies combine tools, ways of working and organization iemesls from each to form a custom solution that meets the company's needs more completely and quickly than has been positie Connecting the goals and meaning purpose Epe to lead and cort to the Me pole Discovering better! Better together Acconception is that lean management and age are mutual exclusive, based on fundamentally different principles and proaches and applicable for very different types of activities Lean managements forro epeatable operations, this thing goes, while only apies to projects or create tasks. Therefore orgons, departments or functioned to pick one and focus on texty Lean's legacy, agile's momentum Lean management has he pedagons create for over 10 yearsStarting in the 1940s with its roots in the Toyota Production System, lean management has spread from manytactaring to service operations and just about every other and functional companies government, and nonventions around the world Leanas sektoidetty Devenge the two systems build on the same foundation beliefs makes their elements complementa Moreves operationalence on cannot be achieved through lean management or age exclusively but rather through the combination at both system using cated to its as there even been a time when customers were more demanding of the companies serving them Industry 4.0 technologies--many barely imaginable only a decaden-have ready enabled genuine breakthroughs in cost convenience and consiston creating extraordinary for buyers who raising the performance borto producers ever higher And then there's the volatity that never entirely disappearing interesat can upend everything from orations to entire business model present in today's current landscapes COVD creates widespread din. comes leaders efforts to make lasting changes in the organisations-efforts that historicaly have required years of sustained effort to takot However, that argument refects a fundamental misunderstanding of both lean management and agile. In realty, both systems have been successful a range of environments, and both share a similar stof foundational objectives to deliver value efficiently for a customer, discover better ways of working to continuously lam and improve transparently connect strategy and goals to give and meaningful purposes and enable people to contribute and lead to their futest potential andate activity that is not valued by the customer or end user. This systematic analysis of processes and valve streams to reduce waste, writy and inflexibility boosts performance in cost control product quality, customer satisfaction and employee engagement- hanously Moreover, the companies apply a mindset of continuous Improvement and flexible working processes in which al employees contributo new ideas and suggestions, so that the organization becomes better over time. Freedom on-value generating takes people focus more on what matters to customers These objectives apply to any amorcity across an organisation. There are however, different ways of achieving them. Both lean management and Agile provide leam models, ways of working, and tools that can be deployed in any way that makes the most sense for an organation Exh). The fact that Connect talent and unlock valve Team models are organizational constructs that bring together individuals an operating model to overvallenmanagement introduces team models such as workers in which teams work together to complete steps that previously happened separately and were vulnerable to dela Meanwhile relies on concepts such as cro functional teams and flow to work pools, which follow the same underlying philosophy. Some Agile is more recent originating in software development in the 1990s accelerating after the release of the Age Marsesto in 2001. Over the past decade, le has rapidly expanded into other industries, such as telecommunications and banking and more recently, heavy industries such as minigandol and gas Lean management and agile share a set of foundational objectives. Institutions ranging from erospace manufacturers tofauthorities have nevertheless persisted focusing efforts on lean management and agile Both methodologies have prove their wor inted systems for helping improve performance Rather tan the traditional process of developing a new product or service-which used to be highly se and time-consuming is much quicker and more flexible. Ale models calor Here development that aims to get an early prototype of a new product or service out into customers' hands as quickly as possible Teams then capture feedback and iterate a quick cycles. refining the product or service over time. Agile approaches have since expanded beyond the realm product development, and comories are increasingly organising for aty across all the Themiwe find many ladies and organizations making is believing they need to choose between the two. In fact, that's not true. Not only is choosing unnecessary, but the two methodologies complementone another in ways that increase the impact they generate only deploying how 4.0 technologies to speed transformation. Under this best of om approach top performing companies combine tools, ways of working and organization iemesls from each to form a custom solution that meets the company's needs more completely and quickly than has been positie Connecting the goals and meaning purpose Epe to lead and cort to the Me pole Discovering better! Better together Acconception is that lean management and age are mutual exclusive, based on fundamentally different principles and proaches and applicable for very different types of activities Lean managements forro epeatable operations, this thing goes, while only apies to projects or create tasks. Therefore orgons, departments or functioned to pick one and focus on texty Lean's legacy, agile's momentum Lean management has he pedagons create for over 10 yearsStarting in the 1940s with its roots in the Toyota Production System, lean management has spread from manytactaring to service operations and just about every other and functional companies government, and nonventions around the world Leanas sektoidetty Devenge