The influence of lean thinking on philanthropic organisations' disaster response processes

Abstract

PurposeThis paper aims to reveal the philanthropy landscape processes for dealing with disasters and examine the influence of lean thinking in managing philanthropy for disasters. It sought to leverage continuous improvement and maximise disaster response and humanitarian logistics efficiency.Design/methodology/approachA sequential quantitative, qualitative research methods strategy was utilised involving data collection with literary analysis and two sets of online surveys with 212 NGO staff members in Malawi, Mozambique, South Africa and Zimbabwe. In addition, in-depth key informant interviews were conducted with 23 staff members at various management levels from these countries.FindingsThe study found that lean thinking had a positive, statistically valid influence at a 95% confidence level. Community incorporation, government support and collaboration with other philanthropic organisations were critical success factors. When lean thinking tools were applied (any tools), philanthropic organisations experienced waste reduction and value addition, where waste reduction accounted for 67% variation, and value-addition accounted for 58%, respectively. These were the same benefits experienced in other industries, thus, justifying lean thinking's applicability in the non-profit sector. Lean was most helpful about the communication and duplication of efforts challenges humanitarian or philanthropic organisations face when responding to a disaster.Practical implicationsThe study equips leaders and philanthropic organisations with suggestions to manage and respond to disasters in a lean and effective manner. The study helps philanthropy leaders rethink their funding and response models to pursue lean policies catering to humanitarian organisations and the communities they serve.Originality/valueThe study closes significant gaps in the literature and practice by adopting a multi-sectoral lens that borrows from business and manufacturing tools into a non-profit context. It enables documentation of processes and logistical management by philanthropy organisations for continuous improvement and elimination of waste to ensure efficiency in the philanthropic role of alleviating the impact of disasters. The study also affirms the need for philanthropic organisations to incorporate community feedback, use lean tools to collaborate with other responding organisations and work closely with the local authorities to fulfil the government's supportive role: the primary source and executor in disaster response.

Enhancing intersectoral collaboration: Lessons from the coordinated donor support to the South African COVID‐19 vaccination programme

“…For these authors, 'aid complementarity' through co-funding arrangements should be prioritised to ensure the best outcomes. Acknowledging the increasingly crucial role of philanthropic organisations in responding to humanitarian disasters, Mogotsi and Saruchera (2023) call on such agencies to borrow the principle and approach of 'lean thinking' from the private sector, to ensure the most effective response possible.…”