Transformation traditioneller Organisationsstrukturen hin zu schlanken Organisationen: Konzipierung eines Vorgehensmodells für Dienstleistungsunternehmen und dessen Effekte auf Agilität, Entscheidungsprozesse und Kundenorientierung

Abstract

This paper examines the transformation of traditional organizational structures into lean organizations in service companies that strive for agility, more efficient decision-making processes, and stronger customer focus in the face of digital transformation and dynamic markets. This change often encounters resistance from entrenched hierarchies and outdated practices, but requires a clear realignment. Lean methods aim to eliminate waste, optimize processes, and promote a customer-oriented culture that strengthens responsiveness and competitiveness. Based on a systematic literature review, topic-related interview questions are developed and explored in depth in guided expert interviews, the results of which are evaluated using Mayring's summary content analysis. The findings show that lean structures enable faster decisions and more effective adaptation to market changes, provided that cultural changes such as open communication and employee empowerment accompany the process. Based on this, a practice-oriented process model is designed along the phases according to Tuckman, which integrates lean and agile principles. The transformation is viewed as a cyclical program that offers companies a structured roadmap while leaving room for ongoing evaluation and adjustment. Finally, the limitations of the paper and starting points for further development are discussed.

Date of Award	2025
Original language	German (Austria)
Supervisor	Michael Tesar (Supervisor)