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Archives of Business Research – Vol. 9, No. 12
Publication Date: December 25, 2021
DOI:10.14738/abr.912.11351. Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public
Companies. Archives of Business Research, 9(12). 47-64.
Services for Science and Education – United Kingdom
Change Management via Data Analytics for a Successful Lean
Transformation of Public Companies
Michail Κ. Angelopoulos
Department of Economics, University of Piraeus, Greece
Yannis Α. Pollalis
Department of Economics, University of Piraeus, Greece
ABSTRACT
Data analytics is one of the biggest "revolutions" that have taken place in recent
years at the business level, enabling many companies to go through a digital
transformation, reducing risks and costs and making them more Agile and Lean.
Data analytics is a process with heavy business relevance, companies are analyzing
data - numbers mainly - and trying to determine decisions for the future based on
it. Hence, severe pressure is being posed on public companies to dwindle their
operational costs. A method contributing to this direction is the Lean philosophy, as
through proper strategies, with its practices and tools leads to substantial
resources saving. Each company possesses a unique way of integrating the
principles and practices of Lean Management. In other words, there is no specific
methodology, which is applicable by every business worldwide. Explicit condition
for the success of Lean Management is the presence of the Effective Change
Management. Data analysis is achieved by using the quantitative research method,
which highlights the existence of influence as a "moderator effect" of the strategy
followed by an effective change management compared to the aforementioned
critical success factors (CSFs) was examined by performing interaction analysis in
"IBM SPSS Amos 21, so that the parsimonious transformation is feasible. The
quantitative approach is based on sample research with standardized
questionnaire actualized at the two biggest Greek companies of public interest and
utility purpose. The data from the participants’ responses ere inserted on a data
basis «SPSS Version 23 for Windows». The findings of the research showed that
human and organizational factors determine the greatest part of the effective
integration of the Lean Management in public companies. The study examined, the
influence of an Effective Change Management on important CSFs for a successful
integration Lean Management (Lean Transformation) in Greek public companies.
Also contributes to fill a research gap on the impact of Lean Management in public
companies, since the vast majority of research work is focused on the private sector.
Κey Words: Change Management, Lean Management, Lean Transformation
INTRODUCTION
The recent economic recession inflicted great pressure almost on every government in
European Union (E.U.), having as ultimate target the curtailment of public expenses. According
to Carter et al. [1] the reduction of fiscal expenditures is possible via the application of saving
resources methods, such as the Lean Management.
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However, the fruitful incorporation of the method and practices of Lean Management is not
always possible, given that many public organizations are not in a position to implement and
support with success the specific saving resources practices. Based on Salhieh and Abdallah [2]
90% of the cases does not show a satisfactory performance as far as it concerns the effective
implementation of the Lean philosophy principles.
The issue of saving resources in the public sector has been preoccupying academics for many
years, though Lean Management is a relatively new topic, given the constant technological
advances that perpetually modify the implemented strategies and practices [3]. According to
the findings of Gebre et al. [4] in order to achieve a sustainable integration, it is necessary to
have multiple Critical Success Factors (CSFs) and the presence of effective Change Management
that will prepare the whole company to accept the changes and will effectively bind the specific
factors.
The exact determination of the CSFs as far as it concerns the Lean Management is rather
incomplete [5]. The findings located in international bibliography are miniscule and adjust the
CSFs in the public sector and particularly in the case of Greece [5-7]. More analytically, most
research taken place in Greece are focusing on the private sector, claiming that the most
significant CSFs concern the following [7-9]: Top Management, Human Resources, Business
Process Reengineering, Stakeholders of Corporations, Organizational Culture, Business Plan &
Vision, Project Management.
The systematic literature review of Arlbjørn et al. [10] depicted that there are few studies
examining the influence of an Effective Change Management on crucial CSFs with the intention
of successfully implementing the Lean Management generally in public organizations/ utility
companies. Consequently, there is a growing demand as far as it concerns conducting reliable
research that would examine the smooth implementation and the impacts of the Lean
Management principles on the public sector[6].
The current study is focusing on the research, via research hypotheses, of the influence and the
role of Change Management with Data Analysis on these highly important CSFs so as for the
public organizations/ businesses in Greece to experience a successful Lean Transformation
with a focus on the customer.
The analysis of the data resulting from the survey strengthens the picture as it provides
advantage for a successful change management and the transformation of a business to digital
and Lean are focused on: A. The volume of available data, either customer-centric or business- centric, that is increasingly being publicly displayed through mainly on-line platforms; provide
businesses not just with a huge "sea" of data, but mainly with opportunities to exploit it; and
B. Speed. Whereas a few years ago, the data gathered provided information for future decisions,
today businesses can rapidly change a product or service and adapt to the ever-changing needs
of the consumer.
From the main findings of the research are that the goals and changes of a Lean Transformation
are largely fulfilled through a two-way communication, positive mindset and cooperation
between the workforce of public enterprises and their top management. Also another
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
important finding is the successful change in the organizational culture and its direction to the
Lean Management practices is determined to a great extent by the business personnel and its
senior management.
LITERATURE REVIEW
Jones and Powers [11], defined as «Change Management» the «effective management of any
change occurring in a company, with ultimate objective the senior corporate members and
junior ones and generally the whole workforce to work properly so as to contribute to the
necessary procedures for the intended success of this organizational change». In other words,
the organizational change is a complete and structured procedure during which an organization
is transferred from its current state, to a desired one so as to enhance its effectiveness [12,13].
Therefore, the Change Management based on theoretical methods and best practices, aims at
supporting in the best possible way this transition and ensures its viability [14], aligning in each
business people, procedures, infrastructures, cultures along with other aliquot strategies and
practices [15].
For many companies that wish to implement the Lean Management, the embracement of a new
way of handling their waste/ expenses is a crucial change, which if it is not integrated properly
into their functions and their organizational culture, can have negative consequences [16, 17].
In particular, the public companies serve as a typical example, as their workforce often resists
to the adoption and incorporation of the Lean Management principles, resulting to the
improper implementation of every task [18].
The intended changes require fundamental and preparatory activities for their smooth
implementation. These preparatory activities ensure that the resources align in order to
promote the attempt for changes and can be coordinated through a designated team
responsible for the management of changes. This management team can be an extensive project
team or a part of a wider program, managing changes. The resources of the management change
are either provided by the organization or externally and can be limited to [19-21]:
• Educational resources (e.g. Training, guidance and control)
• Communicational resources (e.g. Studies, communicational methods of influence)
• Design process resources (e.g. development/ mapping of processes, criteria, simulations
and trials).
• Human resources (e.g. experts for the facilitation of the teams, handling behavioral
problems during the change)
• Ability of measuring profit (e.g. mapping and development of a list of benefits)
• Organizational planning (e.g. description of working positions, staff designing,
leadership development and organization planning of construction)
• Cultural evaluation and development of expertise (e.g. development of organizational
structures and policies).
The public companies which decide to promote an amount of radical changes in order to be
competitive and viable, must develop a firm understanding of the methodology and the
flexibilities that surround these changes, which are intrinsic in the current demanding and
uncertain globalized corporate environment [22].
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This article examines, through 13 research hypothesis, the successful implementation of the
Lean Transformation in public organizations, through the influence of an Effective Change
Management on each of the following determining CSFs factors (variables), stemming from
extensive international bibliographic research of Finney and Corbett [23], Juliani and de- Oliveira [5], Lande et al. [24], Manville et al. [25], Psomas [7], Socconini and Reato [17]:
1. Top Management Support 2. Management Commitment &
Leadership
3. Training & Education 4. Project Management
5. Business Process Reengineering 6. Business Plan & Vision
7. Business Strategy 8. Communication
9. Suppliers Focus 10. Customer Focus
11. Organizational Culture 12. Selection of Staff
13. Organizational Structure
RESEARCH QUESTION –RESEARCH METHODOLOGY
The research question of this study is the examination of the impact with appropriate data
analysis of an Effective Change Management as moderator on vital CSFs that are required for a
fruitful Lean Management integration in Greek public companies. This research question will
be investigated with the aid of 13 research hypotheses. Figure 1, that follows, depicts the
theoretical model of the research.
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
Figure 1: Theoretical Model of Research
This paper, combines bibliographic and empirical research -with the quantitative method -
through case studies. More specifically, with extensive and thorough bibliographic research the
most important CSFs were determined in continuation via quantitative approach, which was
CSFs
Project
Management
Training &
Education
Top
Management
Support
Communication
Management
Commitment &
Leadership
Staff
Selection
Organizational
Structure
Supplier &
Customer
Focus
Business
Reengineering
Processes
Organizational
Culture
Business Plan &
Vision
Business
Strategy
Lean
Transformation
(customer- centric)
(with Data analysis)
Change Management
Moderator
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based on sample research with standardized questionnaire, performed in two of the biggest
and most important public companies in Greece, the Public Power Corporation S.A. (PPC S.A.)
and the Athens Water Supply and Sewerage Company (EYDAP S.A.), the research question was
looked into.
The quantitative approach is based on sample research with standardized questionnaire,
offering the ability to approach a satisfactory proportion of the population for the investigation
of theories and inquiries [26].
The questionnaire constitutes the most fundamental tool concerning the data collection in a
quantitative research. Planning and conducting this questionnaire, for the specific study, was
actualized oriented to the materialization of the goals of the research at the two biggest Greek
enterprises of public interest and utility purpose: PPC S.A. and ΕΥDAP S.A. It was based on
multiple rules, in order for the questions not to be biased and lead to erroneous outcome [27].
In order for the respondents to remain impartial, there was appropriate combination and
composition of questions along with the capitalization of appropriate scales. More specifically,
the questions were mixed, so that the participants would find challenging to set apart the
individual and the dependent variable of the research. Convenience sample which is
characterized by low cost and time of realization was utilized, when performed properly can
reduce the chance of a statistic error [27]. This is a method of no – odds where the subjects of
the research are chosen based on their proximity and easy accessibility [28] and it is the most
popular when concerning workforce since it is feasible to include the vast majority of the
population. Simultaneously, the method of snowball sampling was utilized, during which it was
asked from the participants to forward the questionnaire to their colleagues working in the
same sector. To be more exact, the procedure of sampling used in the current research is the
following:
Population
The employees in public companies (PPC S.A., ΕΥDAP S.A) occupied in Directorates and Sectors
such as: IT, operations, energy, management, strategic planning, research, human resource
management, marketing and procurement.
Sample size
From the 480 questionnaires being handed out, 343 valid answers were collected.
Consequently, the response rate was 71.5%.
Realization of sampling plan and collection of data
Sampling was performed in the aforementioned Directorates and Sectors from January 2019
till September 2019. The research was being conducted in the morning and at noon, so as to
ensure a satisfactory representation of the sample. The delivery of the questionnaire was
performed both traditionally (hand by hand) and online. The online distribution of the
questionnaire was made according to the lists of the e-mails given to the human resources
Directorate of each company. At this point it worth’s mentioning that we took advantage of
snowball sampling, as it was asked from the participants to hand out the questionnaire to their
colleagues.
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
Procedure of codification and insert of data
The variables of the research (dependent variables CSFs, independent variable Lean
Transformation) include various scales, such as the Likert scale. The possible alternatives were
coded using relevant numbers and headlines with the assistance of «Microsoft Excel»
spreadsheet. Moreover, the data from the participants’ responses were inserted on a data basis
«SPSS Version 23 for Windows», always in accordance with the previously mentioned
codification. Finally, the data were analyzed with the aid of the specific statistic package and
the «IBM SPSS Amos 21».
Fundamental stages before conducting the analysis are the data screening and the sample
distribution. In the first case the responses of the participants were scanned for possible traces
of outliers. Capitalizing the Cook’s Distance method the data were checked for high residuals
and for bias concerning the respondents’ replies. In the current study, no answer was omitted
as outliers or unsatisfying rates did not appear since the Cook’s Distance indicator in every case
was below 1. It was also noticed that the variables (Communication, Organizational Structure,
Supplier Focus, etc.) do not follow the normal distribution, given that the Kolmogorov–Smirnov
indicator showed p < 0.05. In case p > 0.05, then it would be justified that the data follow the
normal population distribution. This would be more likely to happen in a random sample.
However, since a sample of convenience was used for the current research, which means non- random sampling was performed, a non-normal distribution is being noticed, as expected.
FINDINGS
Aiming at checking the research hypothesis, the influence of the Change Management on the
relation between the CSFs and the Lean Transformation performing Interaction Analysis on
AMOS, was examined. The Interaction Analysis or Moderator Analysis examines the effect of a
variable M on the link between other two variables X, Y tracing the degree up to which this
connection is altered. Generally, the results of the moderator are verified by the interaction of
the variables X and M which in the end explain the Y. The following equation describes the
Interaction Analysis logic [29]:
Υ = � + �� + �� + ��� + �
Where,
X independent variable, M moderator variable, Y dependent variable,
a, b influence coefficient, c influence coefficient of the moderator.
At this point it is worthy highlighting that the Change Management was utilized as moderator
factor on the aforementioned relation. The model created was reliable, showing model fit:
χ2/d.f. = 2.02 (recommended from 1 to 5), CFI = 0.96 (recommended ≥ 0.93), TLI = 0.92
(recommended ≥ 0.90), GFI = 0.94 (recommended ≥ 0.90), RMSEA = 0.05 (recommended≤
0.06), SRMR = 0.03 (recommended ≤ 0.08).
The results of the above analysis showed that the Change Management affects positively and
statistically significantly (β = 0.24, p = 0.01) the relation of the Project Communication and the
Successful Integration of the Lean Management principles (COMMUNICATION x
CHANGEàLEAN). In other words, when there is satisfactory Change Management the results
of the Project Communication are reinforced having as ultimate target the successful
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implementation of the Lean Management. By extension it is verified the H1 hypothesis, which
supported that the presence of Effective Change Management fortifies the positive connection
between the Effective Communication and the Effective Integration of the principles/ systems
of Lean Management. Figure 2 that follows depicts in a diagram the impact of Change
Management on the above-mentioned relation.
Figure 2: The effect of Change Management in the relationship between Project
Communication and Lean Transformation
Moreover, it was detected that the presence of Effective Change Management (β = 0.12, p = 0.02
< 0.05) strengthens the positive connection between the Organizational Structure and the
Successful integration of the Lean Management Principles (STRUCTURE x CHANGEàLEAN)
(Figure 3). More analytically, the fruitful Change Management can develop an organizational
structure which will encourage and accept the changes, so as to effectively incorporate the Lean
Management Principles/saving resources in the whole enterprise. Consequently, the H2
hypothesis is verified. This hypothesis foresees that the Change Management affects favorably
and to a statistically significant degree the relation between the Organizational Structure and
the Effective Integration of the principles / systems of Lean Management.
Figure 3: The effect of Change Management on the link between the Organizational Structure
and the Lean Transformation
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
On the contrary, the H3, H4, H5 hypotheses have been rejected, given that the Change
Management does not affect to a statistically substantial level (p > 0.05) the connection
between: Suppliers Focus (SUPPLIERS x CHANGEàLEAN), Customers Focus (CUSTOMERS x
CHANGEàLEAN), Business Reengineering Processes (REENGINEERING x CHANGEàLEAN)
and Lean Transformation. Though, it was verified that the Change Management (β = 0.23, p =
0.03 < 0.05) reinforces the positive relationship between the Business Plan & Vision and the
Lean Transformation (PLAN_VISION x CHANGEàLEAN) to a statistically important level. More
specifically each and every saving resources task in order to be considered successful must be
accompanied by alterations as far as it concerns the Business Plan & Vision that each company
has composed. In other words, the existence of Effective Change Management conveys correctly
the significance of the new vision and the necessity for a systematic and strategic plan.
Therefore, the H6 hypothesis is confirmed which entails that the presence of the Effective
Change Management boosts the positive connection between the existence of Business Plan &
Vision and the effective integration of the principles/ systems of the Lean Management. Figure
4 depicts the situation.
Figure 4: The effect of Change Management in the relationship between Business Plan & Vision
and Lean Transformation
On the other hand, the H7 hypothesis is rejected, given that no statistically significant influence
has been detected (p = 0.69 > 0.05) between the Change Management and the link Business
Strategy- Lean Transformation (STRATEGY x CHANGEàLEAN). However, H8 and H9
hypotheses are verified as it was proven that the Change Management boosts the positive
connection between Commitment (β = 0.27, p = 0.02 < 0.05) (COMMITMENT x
CHANGEàLEAN) and the Support (β = 0.19, p = 0.03 < 0.05) (SUPPORT x CHANGEàLEAN) of
the Top Management and the Successful Implementation of the Lean Management Principles.
In other words, the effective management of the changes provides clear guidance to the top
management concerning the needs and the aims of the Lean Management work, strengthening
this way their commitment and support, as well as integrating successfully the saving resources
principles. For more information regarding the graphical depiction concerning the outcome of
the Interaction Analysis, Figure 5 and Figure 6 are displayed.
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Figure 5: The effect of Change Management on the relation between Top Management
Commitment and Lean Transformation
Figure 6: The effect of Change Management on the relation between Top Management Support
and Lean Transformation
On the opposite end of the spectrum, the Change Management was proven not to pose a
statistically important effect (p = 0.51 > 0.05) in the relation between the Project Management
and the Successful Integration of the Lean Management Principles (PROJECT x
CHANGEàLEAN). Therefore, H10 hypothesis is rejected. However, it was observed that the
Change Management (β = 0.19, p = 0.01) fortifies the positive relation between Training &
Education and the Lean Transformation (TRAINING x CHANGEàLEAN). More thoroughly, the
prolific change management results to a more qualitative training and expertise of the
employees, leading to the optimum comprehension of the need for change and to the successful
integration of the Lean Management principles, as displayed below with Figure 7.
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
Figure 7: The effect of Change Management on the relation between Training & Education and
Lean Transformation
The Change Management was proven not to affect at a statistically significant rate (p = 0.09 >
0.05) the Selection of Staff and the Lean Transformation (SELECTION x CHANGEàLEAN).
Finally, the Change Management (β = -0.13, p = 0.01) was proven to reduce the negative relation
between the Organizational Culture and the Successful Integration of the Lean Management
Principles (CULTURE x CHANGEàLEAN). Consequently, H13 hypothesis is rejected, given that
it was anticipated reinforcement of the favorable relation between the Organizational Culture
and the Lean Transformation. Figure 8 that follows depicts the aforementioned.
Figure 8: The effect of Change Management on the relation between the Organizational Culture
and the Lean Transformation
Table 1 that is displayed, as detailed below, presents the results of the Interaction Analysis in
reference to the influence of Change Management on the relation between the CSFs and the
Lean Transformation.
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Table 1: The effect of Change Management on the relation of the CSFs and the Lean
Transformation
Scales β t-values p R2
Lean
Transformation
COMMUNICATION
x CHANGE -à
LEAN
0.24 1.95 0.01
0.87
STRUCTURE x
CHANGE -à LEAN
0.12 1.00 0.02
SUPPLIERS x
CHANGE -à LEAN
0.08 0.57 0.17
CUSTOMERS x
CHANGE -à LEAN
0.03 0.26 0.24
REENGINEERING
x CHANGE -à
LEAN
0.04 1.33 0.35
PLAN_VISION x
CHANGE -à LEAN
0.23 1.37 0.03
STRATEGY x
CHANGE -à LEAN
0.01 0.28 0.69
COMMITMENT x
CHANGE -à LEAN
0.27 7.54 0.02
SUPPORT x
CHANGE -à LEAN
0.19 8.43 0.03
PROJECT x
CHANGE -à LEAN
0.03 1.97 0.51
TRAINING x
CHANGE -à LEAN
0.19 2.19 0.01
SELECTION x
CHANGE -à LEAN
0.09 1.38 0.09
CULTURE x
CHANGE --->
LEAN
-0.13 2.16 0.01
χ2/d.f. = 2.02, CFI = 0.96, TLI = 0.92, GFI = 0.94, RMSEA = 0.05, SRMR = 0.03
As a conclusion, it is observed that 7 out of 13 research hypotheses, which were developed in
the current thesis, are confirmed with verification rate around 56%.
Table 2 that follows presents the aggregated results of the recommended research hypotheses.
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
Table 2: Results Recommended Research Hypotheses
Hypothesis Description Statistic
importance (p- value)
Result
H1 The existence of Effective Change Management
reinforces the positive relation between the
Effective Communication and the Effective
Integration of the principles/systems Lean
Management
0.01 < 0.05 Confirmed
H2 The existence of Effective Change Management
strengthens the positive relation between the
Organizational Structure and the Effective
Integration of the principles/systems Lean
Management
0.02 < 0.05 Confirmed
H3 The existence of Effective Change Management
boosts the positive relation between the
Supplier Focus and the Effective Integration of
the principles/systems Lean Management
0.17 > 0.05 Rejected
H4 The existence of Effective Change Management
reinforces the positive relation between the
Customer Focus and the Effective Integration of
the principles/systems Lean Management
0.24 > 0.05 Rejected
H5 The existence of Effective Change Management
strengthens the positive relation between the
Business Reengineering Processes and the
Effective Integration of the principles/systems
Lean Management
0.35 > 0.05 Rejected
H6 The existence of Effective Change Management
reinforces the positive relation between the
presence of Business Plan & Vision and the
Effective Integration of the principles/systems
Lean Management
0.03 < 0.05 Confirmed
H7 The existence of Effective Change Management
boosts the positive relation between the
Business Strategy and the Effective Integration
of the principles/systems Lean Management
0.69 > 0.05 Rejected
H8 The existence of Effective Change Management
reinforces the positive relation between
Management Commitment & Leadership and
the Effective Integration of the
principles/systems Lean Management
0.02 < 0.05 Confirmed
H9 The existence of Effective Change Management
reinforces the positive relation between the
Top Management Support and the Effective
Integration of the principles/systems Lean
Management
0.03 < 0.05 Confirmed
H10 The existence of Effective Change Management
strengthens the positive relation between the
Project Management and the Effective
0.51 > 0.05 Rejected
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Integration of the principles/systems Lean
Management
H11 The existence of Effective Change Management
assists the positive relation between Training &
Education of the employees and the Effective
Integration of the principles/systems Lean
Management
0.01 < 0.05 Confirmed
H12 The existence of Effective Change Management
amplifies the positive relation between the
Selection of Staff and the Effective Integration
of the principles/systems Lean Management
0.09 > 0.05 Rejected
H13 The existence of Effective Change Management
helps the positive relation between the
Organizational Culture and the Effective
Integration of the principles/systems Lean
Management
0.01 < 0.05,
β = - 0.13 Rejected
CONCLUSIONS
The new working method that Lean Management instigates is rational to be accompanied by
determinant changes in every organizational rank [30]. Explicit connection/ alignment among
the organizational targets, the change objectives and the Lean Management is demanded [31].
Therefore, the existence of a business plan and a relevant vision are judged as essential for a
more efficient integration of the changes that the saving resources practices inflict.
The findings of the quantitative research showed that the presence of Effective Change
Management assists the positive relation between the Business Plan & Vision, the
Organizational Structure and the Successful Integration of the Lean Management Principles.
More in depth, when there is effective management of the organizational changes in
combination with a complete business plan and vision, as well as a flexible Organizational
Structure, a more viable transformation to the saving resources principles can occur.
Conversely, when there are deficient change management, absence of business plan and strict/
stiff Organizational Structure, then the Lean Management work faces several obstacles
consequently it is led to failure. Consequently, the Lean principles and mentality should be
reflected to a strategic and organizational level [32].
In order to ensure that the Lean Management will constitute a fundamental strategic issue in a
public company, a team should be appointed responsible for managing changes with a central
leader, who supervises the design and the materialization of the work. It is estimated as
essential for the leader to adopt a leading style which will be oriented towards the saving
resources principles, will demonstrate high levels of commitment, manage to become
acceptable by the senior management and create a complete change program [33,34].
During a change program there is high possibility that fear and anxiety from the side of the
work force may be developed. This is a major hitch that has to be dealt promptly, so as to
strengthen the trust of the employees towards the work and the success of the Lean
Transformation. In order to moderate fear and to boost confidence, the comprehension of the
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
problem and the need for change on behalf of the staff is necessary. This can be accomplished
via the presence of fruitful and two-way Communication [31].
The findings of the quantitative research performed by the current study showed that when the
competent Change Management is combined with the effective Project Communication the
Successful Integration of the Lean Management Principles is favored. To put it in another way,
through the competent management of the changes, the positive relation between the Project
Communication and the successful transformation of the business towards the Lean
Management practices is reinforced.
The aforementioned finding is also confirmed by Antony et al. [35] and Maditinos et al. [36],
who proved that the effective communication combined with the Change Management
contribute to the successful update of the staff as far as it concerns the demanded changes and
consequently to the smooth integration of the saving resources practices [35]. Moreover, it was
ascertained that there could be greater dedication to the project, more efficient team
cooperation and creation of scenarios to tackle obstacles [35,37].
Hence, the empowerment of the employees is considered imperative need for the embracement
of the changes [13,38]. Although the commitment of the workforce is not a widely used term,
however, it is regarded a vital factor for the success of the Lean Management tasks [39]. It is
worth mentioning, that the foregoing commitment can be achieved through the Training &
Education of the staff, given that the opportunity to acquire extra knowledge and skills is
offered. Through the current study it has been noticed that the presence of the Effective Change
Management in combination with the Training & Education augment the possibility for success
of the Lean Management tasks. In other words, the efficient management of the changes favors
the positive relation between the Training projects and the productive integration of the Lean
Management Principles.
It has been noticed, that the realization of Educational projects as a part of the new practices
recommended by the Lean Management, dwindles the fear of the employees for the unknown
and their resistance to the changes. Although it is difficult to modify the working habits, training
and expertise can confound the said situation [31,37].
The success of the Lean Transformation depends from the Top Management Support, which is
responsible for the formation of an organizational environment appropriate for changes [40].
The research findings lead to the conclusion, that the presence of Effective Change Management
fortifies the positive impact of the Management Commitment & Leadership on the Successful
Integration of Lean Management Principles. To elaborate on that, when there is high
commitment and support, as well as capable management of the changes from the leading side,
then the reformation of the whole company towards the saving resources methods is more
productive.
The top management, as a consequence, is asked to comprehend and be committed to the
changes that the Lean Management project induces, by initiating practical training programs
and by encouraging all the employees to participate in the transformational process.
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Archives of Business Research (ABR) Vol. 9, Issue 12, December-2021
Services for Science and Education – United Kingdom
An equally important human factor for the sustainability of the Lean Management work is the
Organizational Culture. It outlines all the values, rules and behaviors of the business members.
Therefore, it is understandable that when new practical tasks are inserted, such as the Lean
Management, the change of the Organizational Culture is compulsory, so as the staff to be totally
aware what is being anticipated by them [41, 42]. Through this study it was proven that the
Change Management reduces the negative relation between the Organizational Culture and the
Successful Integration of the Saving Resources Principles. To clarify that, when there is
competent changes management then the negative consequences of the Organizational Culture
of the Greek public companies (e.g. bureaucratic mentality, political dependence etc.) are
moderated, resulting to a more viable transformation towards the saving resources principles.
So,the successful change in the organizational culture and its direction to the Lean Management
practices is determined to a great extent by the business personnel and its senior management.
For this reason, the role of the top management is really important, as it has to create and
convey the long term objectives of the business with explicit determination to the strategic plan,
the organizational structure and its vision in order to maximize the sustainability of the Lean
Management work. Furthermore, it must shape a change culture that will be acceptable by the
whole organization and it should be the first to demonstrate adherence and active participation
[43] to the implementation of Lean Principles. The employees in turn are asked to actively
participate in the change program, by putting forward suggestions for further amelioration [31,
42].
Finally, some Customer Experience (CX) leaders have the opportunity to leverage the data
offered, deriving valuable insights that can trigger alerts and guide rapid action to improve the
customer solutions. While specifics may vary by company and industry, this approach focuses
on a predictive customer experience platform consisting of a customer-level data lake where
the company aggregates customer, financial and operational data - both aggregated data and
data on individual customers and then processes and stores it on a cloud-based platform.
Integrated, connected and dynamic customer-level data sets allow the organization to map and
track customer behavior across interactions, transactions and operations, having a rich data set
that encompasses the entire customer base and spans the customer journey, shedding light on
the root causes of performance.
The data lake serves as a foundation for developing a rigorous understanding of customer
experiences. The platform should be trusted across the organization, with clear and consistent
mapping across all data sources and unique identifiers for customers, product lines and other
critical business inputs.
In conclusion, the aims and the changes of a Lean Transformation are fulfilled to a great extent
through a two-way communication and the actions of the work force in the public companies
[44]. The positive mentality and cooperation of the employees, as well as the organized actions
of the top management are of fundamental importance for the success of the saving resources
work. Consequently human and organizational factors determine the greatest part of the
effective integration of the Lean Management in public organizations with customer
orientation.
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Angelopoulos, M. K., & Pollalis, Y. A. (2021). Change Management via Data Analytics for a Successful Lean Transformation of Public Companies.
Archives of Business Research, 9(12). 47-64.
URL: http://dx.doi.org/10.14738/abr.912.11351
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