ABSTRACT
The paradox becomes apparent when leaders intend to attain operational excellence by installing programs that define hard goals on people. There is no doubt that agile reactivity toward an ever-changing environment is a desired organizational trait The Lean Brain and, in general, complex networked organizational design configurations make this possible because leadership behavior is standardized and can therefore be compared, structured, and scaled. The Lean Brain white matter would then be represented by value stream oriented meso-functional networks that contribute to an effective value stream oriented alignment. Subsequently, the Lean Brain gray matter would be represented by hierarchically oriented meso structural networks that would deliver an efficient allocation of resources and management activity. The combination of both gray and white matter at a macro-connectomic level would then give rise to two super networks with a slightly different level of white to gray matter ratio: the Lean left brain and the Lean right brain.
