Here are a few items of new agility-related research that popped up on our radar this week.
This article proposes the development of the Organization Framework with the intention of reduction or even the elimination of the dichotomy between the Pyramidal Management and Business Processes Management models, searching the necessary close association between these two administration models. The adoption of the Organization Framework tends to provide more agility and flexibility to the organization and the easier approval of the Business Processes Management model by the superiors levels of the organization, mainly for business reasons, due to the increase of agility and flexibility, necessary to compete in the very competitiveness environment of the years 2000.
Measuring Agile Benefits Realization
By: Adam Alami
This paper presents findings from a case study that sought to understand the effectiveness and the value add of Agile methodology in project management as well as its success. The study focuses on measuring and identifying Agile benefits realization. The research findings suggest that Agile Methodology has, to some extent, facilitated the achievement of project defined benefits. In addition, ‘Agile Adoption’, a ’Cultural Fit’, and ‘Process Maturity Level’ are critical factors that directly influence the realization of benefits.
The strategic environment of the 21st century has been characterized as volatile, uncertain, complex and ambiguous (V.U.C.A) as new technologies, developments, disruptions, change and transformation continue to accelerate. These trends profoundly impact the ability of any organization to remain relevant and competitive. We are now entering a period where our existing views of leadership need to be reconsidered to pace these changes and our ensure superiority and competitive advantage.
Crisis happens. Volatility, Uncertainty, Complexity and Ambiguity (VUCA), coined at the Army War College in the early 1990’s (Mack, et. al., 2015), is a sobering new reality for police officers and the communities they serve. In simple terms, VUCA is chaos. It falls on police to understand it, prepare for it, and minimize the disruptive and destabilizing effects of it. This article examines the concept of VUCA, and suggests how 21st Century police leaders who range from entry level to senior officers can personally be ready for VUCA and explore matrix solutions to local community problems before they become crises due to VUCA.
Determining the Organization’s Cultural Fit in the US
By: Ralf Drews and Melissa Lamson
This Chapter will assess whether or not your company is mature enough to expand operations to the US. European business leaders contemplating going to the US will know if their organization doesn’t know, in addition to what it doesn’t know, in order to determine Organizational Readiness. The Cultural Agility Gauge is used to assess adaptability and show ways European headquarters may have to culturally transform. Here, the reader will check how ready the organization is and ensure the ability of leadership to take a different approach to the US market.
About Elizabeth Patterson
Elizabeth Patterson likes to swim, bike and run really long distances as fast as possible. An Ironman triathlete and strategic planning officer in the U.S. Army National Guard, she continually tests her own agility while managing projects, improving processes and implementing Lean Six Sigma. A certified Project Management Professional, she holds a master’s degree in industrial/organizational psychology and is currently pursuing her Ph.D. in the field. Learn more about Elizabeth.