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The Agile Organization

Book Description

Organizational agility is the key to successfully innovation and effective strategy. Yet often the price of 'agility' is employee disengagement. The Agile Organization shows managers, HR and OD professionals how to bring about rapid change, performance and innovation and still keep employees 'on board' and engaged.

Table of Contents

  1. Cover
  2. Title Page
  3. Imprint
  4. Contents
  5. Acknowledgements
  6. Introduction
  7. 01. Why go agile?
    1. The business case for agility
    2. What is organizational agility?
    3. Does every organization need to be ‘agile’?
    4. Forces driving the need for agility
    5. Resilience
    6. Conclusion
    7. Notes
  8. 02. Why are agility and resilience so elusive?
    1. Setting the context: evolution of agility theory
    2. What increases complexity in organizations?
    3. The implementation gap
    4. Organizational culture
    5. Neglecting the human aspects of change
    6. Talent shortages
    7. Conclusion
    8. Notes
  9. 03. The resiliently agile organization
    1. The qualities and capabilities of agile firms
    2. The resiliently agile model
    3. Agile implementing
    4. Agile linkages
    5. Agile people practices
    6. Conclusion
    7. Notes
  10. 04. Agile strategizing
    1. The scale of the challenge
    2. Strategic leadership in complexity
    3. Leading the process of strategizing
    4. Focus intensely on the customer
    5. Managing costs
    6. Benchmarking for agility
    7. Effective governance and risk management
    8. Conclusion
    9. Notes
  11. 05. Agile implementation
    1. Agile operating model elements
    2. Experimenting – the routines of exploration
    3. Project-based working
    4. Agile managers – from controller to coach
    5. Conclusion: HR implications
    6. Notes
  12. 06. HR’s role in building a high-performance work climate
    1. Stimulating learning practices
    2. Working flexibly
    3. Performance management
    4. Conclusion
    5. Notes
  13. 07. Agile linkages
    1. The pursuit of flexibility
    2. Working in alliances
    3. Building an alliance culture
    4. Conclusion
    5. Notes
  14. 08. Agile people processes
    1. Agile people
    2. Strategic workforce planning
    3. Talent management
    4. Finding the right people in the right place with the right skills
    5. Build strategies – growing the talent pool
    6. Agile succession planning
    7. Conclusion
    8. Notes
  15. 09. Nurturing employee engagement and resilience
    1. Links between employee engagement and performance
    2. What is employee engagement?
    3. Getting to grips with engagement issues
    4. The ‘engaged’ model
    5. An emergent psychological contract
    6. Team engagement
    7. Maintaining engagement in change
    8. How can HR/OD help to stimulate engagement and wellbeing?
    9. Conclusion
    10. Notes
  16. 10. Change and transformation
    1. Types of change
    2. Stakeholder engagement
    3. Mobilizing people for change – ‘pull’ rather than ‘push’
    4. Managing the transition
    5. Conclusion
    6. Notes
  17. 11. Building a change-able culture
    1. Can culture be ‘changed’?
    2. Taking stock
    3. ‘Pull’: defining what ‘good’ looks like
    4. Building emotional energy for change
    5. Building a social movement
    6. Aligning management and leadership
    7. Conclusion
    8. Notes
  18. 12. Agile leadership
    1. Why values-based leadership?
    2. From ‘I’ to ‘we’ – building shared leadership
    3. How can agile leadership be developed?
    4. Conclusion
    5. Notes
  19. Conclusion
  20. Index
  21. Copyright