From Lean Agile maturity to AI Readiness: A theoretical management analysis in the digital age

Abstract

Challenged by the rapid evolution of digital transformation and the emergence of Artificial Intelligence (AI), the joint approach of Lean Management and the Agile Mindset has been recognized as a potential model for organizational resilience in the digital age. However, there is a lack of evidence in the literature regarding management frameworks specifically designed for AI strategy and adoption, as most studies address these methodologies separately or within traditional management contexts. This paper serves as an introductory analysis to bridge this gap, proposing a primary correlation between Lean Agile (Leagile) principles and the strategic demands of AI. Based on the premise that Leagile is directly applicable to the digital context, this study aims to present a framework derived from six Leagile maturity dimensions: Strategy, Culture, People, Processes, Products and Governance. To achieve this, a mixed-methods exploratory study was conducted using bibliometric and deductive content analysis. Preliminary results indicate that high maturity in Strategy and Culture is a prerequisite for mitigating risks in AI adoption, while operational agility sustains technological scaling. Ultimately, Leagile maturity serves as a strategic roadmap, demonstrating that business readiness must precede the technical implementation of AI. Therefore, this exploratory analysis contributes to the field of management by positioning Leagile management as a strategic foundation to navigate the complexities of AI and the digital age.

Keywords: Lean Management, Agile Mindset, AI Readiness, Digital Age, Maturity Model

DOI: 10.54941/ahfe1007596