Introduction 101 Why go agile? 10A context of disruption and fast change 11The business case for agility 12Evolution of agility theory 14Does every organization need to be ‘agile’? 22Forces driving the need for agility 24Resilience 36Conclusion 37Notes 4002 The resiliently agile organization 44The qualities and capabilities of agile firms 45The resiliently agile model 52Agile implementing 57Agile linkages 59Agile people practices 61Conclusion 63Notes 6503 Agile strategizing 68The scale of the challenge 69Strategic leadership skills in complexity 74Leading the process of strategizing 78How does the process of strategizing work? Through dialogue 80Focus intensely on the customer 86Managing costs 90Benchmarking for agility 92Governance and risk management 96Conclusion 97Notes 10004 Agile linkages 104Crossing boundaries 105Working in alliances 110Building an alliance culture 116Strategic alliances: the innovation model 120Cooperatives and linking capability 126Conclusion 129Notes 13005 Designing for agility 133The need for more agile organization designs 134Agile businesses organize around customer journeys 139Setting up agile teams 148New organizational forms 152Conventional process of redesign 154An agile design process 158Conclusion 165Notes 16706 Agile implementation 171Agile operations 172Project-based working 181Experimenting - the routines of exploration 186Designing work for agility and empowerment 196Conclusion: HR implications 202Notes 20407 Agile people processes 209Agile people 210Strategic workforce planning 213A new ‘war for talent’ 219Finding the right people in the right place with the right skills 223Build strategies: growing the talent pool 228Developing people 231Agile succession planning 233Conclusion 238Notes 24108 Nurturing employee engagement and resilience 244Links between employee engagement and performance 245What is employee engagement? 247Psychological contract 248Key enablers of engagement 250Getting to grips with engagement issues 251The ‘engaged’ model 254What does this look like in practice? 255An emergent psychological contract 261Team engagement 262Conclusion 271Notes 27509 HR's role in building a high-performance work climate 278Working flexibly 279Virtual/remote working 281Managing hybrid ways of working 285Towards agile performance management 289Reward strategy 298Benefits 302Conclusion 309Notes 31110 Building a change-able culture 313Can culture be ‘changed’? 314Taking stock 317‘Puli’: defining what‘good’ looks like 319Building emotional energy for change 324Building a social movement 327Aligning management and leadership 335Delivering the brand reality of diversity and inclusion 339Reinforcement 342Conclusion 343Notes 34611 Agile leadership 349Why values-based leadership? 350How can agile leadership be developed? 355From ‘1’ to ‘we’: building shared leadership 361Towards a shared leadership culture 370Conclusion 378Notes 380Conclusion 384Index 396