Through qualitative case research involving two cases of digital lean implementation projects, we identify and explicate how grit, vision, and pragmatism (as enablers) and technology maturity, implementability, and idiosyncrasy (as barriers) interact with and affect strategic digitalization initiatives. Seemingly-paradoxical strategic approaches to digitalization emerge from the associations between the enablers and barriers with micro-foundations in continuous learning and purposeful implementation—in other words, a lean mindset. Lean thinking changes how firms work with production processes and practices, approach management culture, envision the larger operational landscape, and manage strategy. In today’s business environment, firms need to consider how to make digital technologies fit their own strategic and operational priorities. The contribution of this study is its presentation of strategic digitalization as a lean approach to competitive differentiation.

Manufacturing companies are always on the lookout for methods to boost productivity, improve quality, and enhance their service offerings to remain competitive. Two methods that are extensively debated in both industry and academia are digitalization and lean. The main objective of this study discussed is to identify the current status of lean and digitalization use in manufacturing companies located in Norway and to uncover their synergies and potential influence on each other. Specifically, the study aims to explore the history of lean and digitalization implementation in these companies, the lean practices and digital solutions currently in use, the influence of lean on strategic and operational results and people, the difficulties faced in lean implementation, and the potential synergies between lean and digitalization in improving operational excellence in manufacturing companies.