This case highlights the long-term effects of major technological changes on a manufacturing organisation and on the motivation and innovative potential of its employees. The case describes a 'lean' facility, which emphasises Science and Technology-driven (STI) innovations, as opposed to Doing-Using-Interacting (DUI) innovations. The company has had to adapt to the digitalisation revolution that occurred in the manufacturing sector; employee motivation and DUI innovation have suffered as a result. This manufacturing facility has become a lean technocratic, top-down formalised manner, and must learn how to decentralise problem-solving and some decision-making to become an innovative workplace. This can only be achieved by freeing the innovative capacity of its employees.
Based on field research; 14 pages.
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1. Understand the differences between 'lean' and 'learning' organisations and the corresponding modes of product and process innovations (STI vs. DUI). 2. Discuss how technological and organizational innovation works hand-in-hand. 3. Highlight and discuss tensions that can occur when undergoing organisational change. 4. Explore how a company, after introducing technological change and a 'lean' environment, can reinvent its organisational structure to reintegrate the principle of a 'learning' and innovative workplace.
