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Introduction 1
01 Why go agile? 10
A context of disruption and fast change 11
The business case for agility 12
Evolution of agility theory 14
Does every organization need to be ‘agile’? 22
Forces driving the need for agility 24
Resilience 36
Conclusion 37
Notes 40
02 The resiliently agile organization 44
The qualities and capabilities of agile firms 45
The resiliently agile model 52
Agile implementing 57
Agile linkages 59
Agile people practices 61
Conclusion 63
Notes 65
03 Agile strategizing 68
The scale of the challenge 69
Strategic leadership skills in complexity 74
Leading the process of strategizing 78
How does the process of strategizing work? Through dialogue 80
Focus intensely on the customer 86
Managing costs 90
Benchmarking for agility 92
Governance and risk management 96
Conclusion 97
Notes 100
04 Agile linkages 104
Crossing boundaries 105
Working in alliances 110
Building an alliance culture 116
Strategic alliances: the innovation model 120
Cooperatives and linking capability 126
Conclusion 129
Notes 130
05 Designing for agility 133
The need for more agile organization designs 134
Agile businesses organize around customer journeys 139
Setting up agile teams 148
New organizational forms 152
Conventional process of redesign 154
An agile design process 158
Conclusion 165
Notes 167
06 Agile implementation 171
Agile operations 172
Project-based working 181
Experimenting - the routines of exploration 186
Designing work for agility and empowerment 196
Conclusion: HR implications 202
Notes 204
07 Agile people processes 209
Agile people 210
Strategic workforce planning 213
A new ‘war for talent’ 219
Finding the right people in the right place with the right skills 223
Build strategies: growing the talent pool 228
Developing people 231
Agile succession planning 233
Conclusion 238
Notes 241
08 Nurturing employee engagement and resilience 244
Links between employee engagement and performance 245
What is employee engagement? 247
Psychological contract 248
Key enablers of engagement 250
Getting to grips with engagement issues 251
The ‘engaged’ model 254
What does this look like in practice? 255
An emergent psychological contract 261
Team engagement 262
Conclusion 271
Notes 275
09 HR's role in building a high-performance work climate 278
Working flexibly 279
Virtual/remote working 281
Managing hybrid ways of working 285
Towards agile performance management 289
Reward strategy 298
Benefits 302
Conclusion 309
Notes 311
10 Building a change-able culture 313
Can culture be ‘changed’? 314
Taking stock 317
‘Puli’: defining what‘good’ looks like 319
Building emotional energy for change 324
Building a social movement 327
Aligning management and leadership 335
Delivering the brand reality of diversity and inclusion 339
Reinforcement 342
Conclusion 343
Notes 346
11 Agile leadership 349
Why values-based leadership? 350
How can agile leadership be developed? 355
From ‘1’ to ‘we’: building shared leadership 361
Towards a shared leadership culture 370
Conclusion 378
Notes 380
Conclusion 384
Index 396

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The agile organization : how to build an engaged, innovative and resilient business 이용현황 표 - 등록번호, 청구기호, 권별정보, 자료실, 이용여부로 구성 되어있습니다.
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알라딘제공

The key to retaining competitive advantage in a volatile business world is agility. The third edition of The Agile Organization shows how to develop capabilities across the organization to adapt.

With helpful checklists, tips and advice, this is a practical blueprint to building both agility and resilience at individual, team and organizational levels. It covers how to design agile organizations as well as how to implement agile models into existing organizations and people practices. There is guidance on how agility can be applied to talent management, flexible working patterns and the importance of mobilizing and energizing employees for change.

This edition contains new material on agile mindsets and enterprise agile planning, alongside how hybrid forms of working can enhance resilience. There is also extended material on how inclusion and wellbeing initiatives can support individual resilience and innovation to improve performance across the organization. Case studies include ING, the University of California, Berkeley, the UK National Health Service (NHS) and SNC-Lavalin's Atkins business. This book is an essential read for HR and OD specialists, senior leaders and managers who want transform their organization and build an agile business.

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