Chapter
The business case for agility
What is organizational agility?
Does every organization need to be ‘agile’?
Forces driving the need for agility
02 Why are agility and resilience so elusive?
Setting the context: evolution of agility theory
What increases complexity in organizations?
Neglecting the human aspects of change
03 The resiliently agile organization
The qualities and capabilities of agile firms
The resiliently agile model
The scale of the challenge
Strategic leadership in complexity
Leading the process of strategizing
Focus intensely on the customer
Effective governance and risk management
Agile operating model elements
Experimenting – the routines of exploration
Agile managers – from controller to coach
Conclusion: HR implications
The pursuit of flexibility
Building an alliance culture
The need for more agile organization designs
A systemic approach to empowerment
New approaches to organization design
08 Agile people processes
Strategic workforce planning
Finding the right people in the right place with the right skills
Build strategies – growing the talent pool
Agile succession planning
09 HR’s role in building a high-performance work climate
Stimulating learning practices
Towards agile performance management
10 Nurturing employee engagement and resilience
Links between employee engagement and performance
What is employee engagement?
Getting to grips with engagement issues
An emergent psychological contract
Maintaining engagement in change
How can HR/OD help to stimulate engagement and wellbeing?
11 Change and transformation
Mobilizing people for change – ‘pull’ rather than ‘push’
12 Building a change-able culture
Can culture be ‘changed’?
‘Pull’: defining what ‘good’ looks like
Building emotional energy for change
Building a social movement
Aligning management and leadership
Why values-based leadership?
From ‘I’ to ‘we’ – building shared leadership
How can agile leadership be developed?
The Agile Organization
：How to Build an Engaged, Innovative and Resilient Business
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