Guidelines for assessing lean office maturity in digital environments

Purpose This paper develops a structured and actionable framework of guidelines to assess Lean Office maturity in digital environments, grounded in a sociotechnical systems perspective and organizational learning principles. It examines how digitalization, information security, leadership, and cultural factors jointly shape the evolution of Lean Office systems toward operational excellence and sustainable performance. Design/methodology/approach A three-phase research design was employed, integrating a systematic literature review with a structured content analysis of international standards (ISO 10018, 10010, 10020, 14005, and 27,001), using iterative coding, categorization, and synthesis procedures. Twenty-five practices were identified, consolidated, and refined into ten maturity guidelines organized into three areas: organizational culture, organizational changes and employees, and management. Findings The results show that Lean Office maturity is a dynamic and progressive capability shaped by the interaction among people, management routines, and digital technologies. The study demonstrates that integrating cultural, managerial, and digital practices into a unified maturity architecture provides both a theoretical lens for understanding Lean Office evolution and a practical roadmap for managerial decision-making in digital environments. Practical implications The guidelines provide managers with a clear diagnostic and improvement roadmap, helping them assess readiness, strengthen cultural and leadership foundations, and align digital transformation efforts with Lean Office objectives. The framework supports the transition from isolated improvement actions to coherent and sustainable organizational practices. Originality/value Grounded in Sociotechnical Systems Theory and Dynamic Capabilities Theory, this study conceptualizes Lean Office maturity as a sociotechnical capability by translating international standards into operational maturity architecture. Unlike traditional Lean maturity and Lean 4.0 models focused on tools or technologies, the framework explains how cultural, leadership, change management, digitalization, and information security practices interact to shape Lean Office maturity in digital environments.