Becoming Agile: How the Seam Approach to Management Builds Adaptability - Rilegato

Worley, Christopher G.; Zardet, Veronique; Bonnet, Marc; Savall, Amandine

Rilegato

ISBN 10: 1119011663 ISBN 13: 9781119011668

Casa editrice: Jossey-Bass Inc Pub, 2015

Riassunto

<b>An in-depth example of <i>The Agility Factor</i> in action</b> <p><i>Becoming Agile: How the SEAM Approach to Management Builds Adaptability</i> illustrates the process of becoming an agile organization. Reflecting the principles presented in <i>The Agility Factor</i>, readers are taken on a real-world journey of transformation and change. This short-format case study of the French company Brioche Pasquier highlights how one organization successfully implemented the principles of agility using the socio-economic approach to management, detailing each step of the process and describing how every decision brought the goal closer within reach. Readers get inside the heads of decision makers to gain insight into how tough decisions were made, how new, important, and flexible management tools were implemented, and how the necessary changes ultimately benefitted both the organization and the people who made it work. From overarching policy to day-to-day procedure, the story provides a clear example of how an agile organization is developed, giving readers a foundation upon which to implement similar changes in their own organization.</p> <p>Smart companies understand the importance of agility, but identifying where and how to initiate those first steps often leads to paralysis by analysis. This case study allows readers to learn from an organization that got through the inertia and put the principles of agility into action, with incredible results.</p> <ul> <li>Understand how the principles of agility can be implemented using a specific intervention strategy</li> <li>Tailor those principles to suit any organization</li> <li>Calculate and convert the "hidden costs" of traditional organizational design into flexible, value added activities</li> <li>Formulate and execute an actionable agility strategy</li> </ul> <p>Big changes require a deep understanding of the problem at hand, and a viable plan for steering the organization in a better direction. By seeing how it's been done before, organizations can take a proven approach and tailor it to their specific needs. For those tasked with formulating the agility strategy, <i>Becoming Agile: How the SEAM Approach to Management Builds Adaptability</i> provides invaluable insight.</p>

Su questo libro

Informazioni sull?autore

<p><b>CHRISTOPHER G. WORLEY</b> is Professor of Strategy at the NEOMA Business School in France and the Strategy Director for the Center for Leadership and Organization Effectiveness. He is also a Senior Research Scientist at USC&#39;s Center for Effective Organizations. <p><b>V&#201;RONIQUE ZARDET</b> is Professor of Management at IAE Lyon, University Jean Moulin, France and Director of the ISEOR Research Center at University of Lyon. <p><b>MARC BONNET</b> is Professor of Management at IAE Lyon, University Jean Moulin, France and Deputy Director of the ISEOR Research Center. <p><b>AMANDINE SAVALL</b> is a PhD researcher at ISEOR, Lyon, France and examines management of international practices in family&#45;owned businesses.

Dalla quarta di copertina

<p>To achieve long&#45;term success, organizations must balance two sets of capabilities &#151; one that delivers on the well&#45;known demands for success today, and a second that insures success in an uncertain future. It requires that executives create strategies and routines that can translate the organization&#39;s basic management principles into concrete activities. Once this formal approach is in place, the organization possesses a strategic, long&#45;run view and avoids unwarranted turnarounds from unstable, turbulent, and short&#45;term business pressures. <p>Written by Christopher G. Worley, V&#233;ronique Zardet, Marc Bonnet, and Amandine Savall, <i>Becoming Agile</i> outlines a proven approach for developing and sustaining organization agility. Using the SEAM methodology, the successful European company, Brioche Pasquier, built a cross&#45;cultural and international perspective on agility. Step by step, the case study offers insight into how to integrate clear objectives, operational approaches, and implementation activities that best address a change management strategy, contribute to agility, and result in a genuine company identity. <p>The SEAM approach demands that leaders build an integrated management system that goes beyond the usual quantitative objectives, such as meeting budgets, raising market share, reducing waste, or increasing productivity. Together, managers and workers propose tangible and intangible objectives, such as reducing delivery cycles times and clarifying dysfunctions observed by teams in the factories, to improve their professional skills, teamwork, and organization performance. <p>Since independent, stand&#45;alone management tools have proven to be inefficient, the SEAM approach connects and integrates them. As the example of the Brioche Pasquier Group clearly demonstrates, articulating business plans and involving people at work creates lasting value. Long&#45;term business plans, human resource development strategies, product improvement processes, and technical three&#45;year projections are fully integrated with the six&#45;month operating processes that generate actions to be achieved. Teamwork is the key to enabling this holistic and balanced approach. It preserves everyone&#39;s functional skills and areas of expertise. <p>For any company that wants to achieve long&#45;term effectiveness, <i>Becoming Agile</i> not only shows how to cope with immediate and exogenous disruptions from the external environment but offers a proven strategy for long&#45;term sustainability.

Dettagli dell'edizione

• Editore: Jossey-Bass Inc Pub
• Data di pubblicazione: 2015
• Lingua: Inglese
• ISBN 10: 1119011663
• ISBN 13: 9781119011668
• Rilegatura: Copertina rigida
• Numero di pagine: 165
• Contatto del produttore: non disponibile
• Persona responsabile: non disponibile