Description |
1 online resource |
Contents |
Cover -- Title -- Copyright -- Contents -- Acknowledgements -- Introduction -- Who is the book for? -- How is the book organized? -- Chapter 1: Why go agile? -- Chapter 2: Why are agility and resilience so elusive? -- Chapter 3: The resiliently agile organization -- Chapter 4: Agile strategizing -- Chapter 5: Agile implementation -- Chapter 6: HR's role in building a high-performance work climate -- Chapter 7: Agile linkages -- Chapter 8: Agile people processes -- Chapter 9: Nurturing employee engagement and resilience -- Chapter 10: Change and transformation -- Chapter 11: Building a change-able culture -- Chapter 12: Agile leadership -- Notes -- 1 Why go agile? -- The business case for agility -- What is organizational agility? -- Ability to adapt -- Ability to manage change -- Speed -- Innovation -- Does every organization need to be 'agile'? -- Forces driving the need for agility -- A global marketplace -- Disruptive innovation -- Technology -- A market society -- Demographics -- Can competitive advantage be sustained? -- Resilience -- Anticipation -- Ability to bounce back -- Conclusion -- Notes -- 2 Why are agility and resilience so elusive? -- Setting the context: evolution of agility theory -- The 1990s -- The rise of agile -- What increases complexity in organizations? -- Structures and routines -- The conventional strategy-making process -- Leadership mindsets -- The implementation gap -- Technology: the 'holy grail'? -- Organizational culture -- Culture change? -- Neglecting the human aspects of change -- Agility at the expense of resilience -- Talent shortages -- Conclusion -- Notes -- 3 The resiliently agile organization -- The qualities and capabilities of agile firms -- 'Bouncebackability' -- Learning as key to adaptation and innovation -- Flexibility -- Routines: standardization and innovation -- The resiliently agile model |
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Quadrant 1: strategizing -- The shift to strategizing -- A unified top team -- Agile implementing -- Agile innovation -- The link between culture and performance -- Agile linkages -- Agile people practices -- Management and leadership needed -- Conclusion -- Notes -- 4 Agile strategizing -- The scale of the challenge -- Lessons from long-lived organizations -- Redefining 'value' -- Strategic leadership in complexity -- Ability to counter complexity with clarity -- Ability to lead people through change -- Leading the process of strategizing -- A sense of shared purpose -- Dialogue -- A robust strategic intent: focus on the core -- Identifying the challenges ahead -- Wide-deep scanning -- Build creative participation -- Focus intensely on the customer -- Outside-in thinking -- Segmentation -- Co-creation and intelligent products -- Managing costs -- Key resources -- Key activities and partnerships -- Focus on value -- Benchmarking for agility -- Agile scoreboarding -- A picture is worth a thousand words -- Effective governance and risk management -- Conclusion -- Notes -- 5 Agile implementation -- Agile operating model elements -- People and organization -- A culture conducive to innovation -- Technology -- Rich information systems -- Lean execution processes -- Experimenting -- the routines of exploration -- Agile problem analysis -- Opportunities for problem solving -- Agile work planning -- Setting up agile teams -- Innovation as everyone's job -- A framework for knowledge sharing -- Project-based working -- The evolution of project management approaches -- The development of agile project management -- Agile as 'best of breed' -- Agile approach to identifying stakeholders -- Combining traditional and agile approaches -- Spreading the learning from agile -- Agile managers -- from controller to coach -- Conclusion: HR implications -- Notes |
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6 HR's role in building a high-performance work climate -- Stimulating learning practices -- Working flexibly -- Performance management -- Towards more agile performance management -- Recognition -- Reward strategy -- Conclusion -- Notes -- 7 Agile linkages -- The pursuit of flexibility -- More flexible organizational forms -- Spanning leadership -- The rise of virtual working -- Working in alliances -- What is a strategic alliance? -- Outsourcing and offshoring -- Strategic alliances -- the innovation model -- Working in alliances -- key features and challenges -- Building an alliance culture -- Behavioural ground rules -- Conflict and trust building -- Key skills and behaviours for effective alliance working -- Conclusion -- Notes -- 8 Agile people processes -- Agile people -- A diverse workforce -- Changing expectations -- Strategic workforce planning -- Future-focused -- Segmentation -- Risk -- Measurement for improvement and whole system dashboard -- Talent management -- A new 'war for talent' -- Who 'owns' talent management? -- Fresh approaches to talent management are needed -- Finding the right people in the right place with the right skills -- Sourcing talent -- Recruitment -- Employer brands -- Onboarding -- Build strategies -- growing the talent pool -- Identifying high potential -- Learning agility -- Developing people -- Career resilience -- Agile succession planning -- A formal process -- Towards a more 'agile' succession approach -- Conclusion -- Notes -- 9 Nurturing employee engagement and resilience -- Links between employee engagement and performance -- What is employee engagement? -- A one-sided deal -- Key enablers of engagement -- The roles of leaders and managers -- Getting to grips with engagement issues -- What do employees want? -- The 'engaged' model -- Connection -- Support -- Voice -- Scope |
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What does this look like in practice? -- An emergent psychological contract -- Team engagement -- Maintaining engagement in change -- Typical human reactions to change -- Maintaining resilience -- How can HR/OD help to stimulate engagement and wellbeing? -- Conclusion -- Notes -- 10 Change and transformation -- Types of change -- Transactional, incremental -- Radical, transformational -- Towards more agile approaches to change -- Stakeholder engagement -- Developing a stakeholder engagement plan -- Mobilizing people for change -- 'pull' rather than 'push' -- The importance of involving people -- Managing the transition -- Dealing with endings -- During the transition -- Towards the new -- Measuring success at RBS Choice -- Win-win outcomes -- Conclusion -- Notes -- 11 Building a change-able culture -- Can culture be 'changed'? -- The Star Model"!-- Taking stock -- The cultural web -- 'Pull': defining what 'good' looks like -- Developing shared purpose -- A 'critical few' shifts ... -- A receptive context -- are you ready for change? -- Building emotional energy for change -- Building a social movement -- Build cohesiveness -- Build in peer support -- Aligning management and leadership -- Reinforcement -- Conclusion -- Notes -- 12 Agile leadership -- Why values-based leadership? -- Ethics and purpose -- Putting employees first -- From 'I' to 'we' -- building shared leadership -- On the journey towards shared leadership -- Supporting teams -- Team effectiveness and business performance -- Go slow to go fast -- What happens to top leadership? -- How can agile leadership be developed? -- Look outside -- Look inside -- Conclusion -- Notes -- Conclusion -- 1. Context counts -- 2. Agility = mindset -- 3. Collective awareness and collaboration -- 4. More democratic approaches -- 5. Culture building -- 6. An enabling context -- 7. Agile people |
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8. A more mutual employment relationship -- 9. Becoming 'organizational citizens' -- 10. When all else changes, purpose and values act as glue -- Notes -- Index |
Summary |
""Agility" is the ability to continuously adapt to rapidly changing circumstances, while "resilience" is being able to bounce back from setbacks. Resilience is essential if a company's benefits are to endure in the long run and if their employees' loyalty is to be kept. The Agile Organization focuses on how to build both agility and resilience at individual, team, and organizational levels. Author Linda Holbeche puts the process of developing agile strategy, structures, and processes into the big picture context. This book provides OD/HR practitioners with ways to be effective in a 24/7 business culture, to recognize and avoid the pitfalls of achieving agility without also building organizational resilience, and to understand the importance of involving people in transforming organizations for greater agility.Combining case studies, self-assessment tools, guidelines, and practical checklists with theory, Holbeche explains how to achieve organizational agility while also maintaining and enhancing employee engagement and resilience."-- Provided by publisher |
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"Given today's context of tough change, organizations are seeking to innovate and execute an effective strategy quickly and efficiently. Key to this is agility - the ability to continuously adapt rapidly to changing circumstances. At the same time, resilience, the capacity to bounce back from setbacks, is also essential if benefits are going to endure over the longer term and if employees are to be kept on board. The Agile Organization therefore focuses on how to build both agility and resilience at individual, team and organizational levels. It draws on the lived experience and learning of HR managers, organizational development (OD) professionals and other change agents, to make sense of what really happens. It shows how, despite today's complex and turbulent environment, 'squaring the circle' of achieving organizational agility while maintaining and enhancing employee engagement and resilience is possible. The Agile Organization showcases the latest thinking on new organizational models and ground-breaking themes which affect the way HR leaders, OD specialists and senior executives need to think about organizational transformations and the new 'business as usual'"-- Provided by publisher |
Notes |
Includes index |
Bibliography |
Includes bibliographical references and index |
Notes |
Print version record |
Subject |
Organizational change.
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Organizational behavior.
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Corporate culture.
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Organizational effectiveness.
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Personnel management.
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Organizational Innovation
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Organizational Culture
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Personnel Management
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Personnel & Human Resources Management.
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PSYCHOLOGY -- Education & Training.
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BUSINESS & ECONOMICS -- Training.
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BUSINESS & ECONOMICS -- Human Resources & Personnel Management.
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BUSINESS & ECONOMICS -- Organizational Development.
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BUSINESS & ECONOMICS -- Management.
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BUSINESS & ECONOMICS -- Industrial Management.
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BUSINESS & ECONOMICS -- Management Science.
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BUSINESS & ECONOMICS -- Organizational Behavior.
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Corporate culture.
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Organizational behavior.
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Organizational change.
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Organizational effectiveness.
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Personnel management.
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Change Management
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Unternehmenskultur
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Personalpolitik
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Business competition.
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Personnel and human resources management.
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Form |
Electronic book
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ISBN |
9780749471323 |
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0749471328 |
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