The Platform of agile management : and the program to implement it / Willy Sussland A.

By: Sussland, Willy A [author]Material type: TextTextPublisher: Abingdon, Oxon : Routlege, 2018Edition: First editionDescription: 1 online resource (152 pages) : text file, PDFContent type: text Media type: computer Carrier type: online resourceISBN: 9781315266879 (ebook)Subject(s): Information / Knowledge Management | Innovation Management | Leadifership | Operations Management | Organizational Change | BUSINESS & ECONOMICS / Development / Business Development | BUSINESS & ECONOMICS / Human Resources & Personnel ManagementAdditional physical formats: Print version: : No titleDDC classification: 658.4 Online resources: eBook-Taylor and Francis
Contents:
chapter Introduction -- part Part One: The principles of the platform of agile management -- chapter 1 The why, the who, and the how -- chapter 2 The 3 tutors of thought and systemic, stimulating, and systematic thinking -- chapter 3 The triple “A” of agile management -- part Part Two: The paradigms of the platform of agile management -- chapter 4 The 4 behavioral drivers -- chapter 5 The business value and the 5 corporate capitals -- chapter 6 The organizational capital and its 5 capital components -- chapter 7 The talent capital -- chapter 8 The market capital -- chapter 9 The life- and time-cycles, and the financial capital -- chapter 10 The 5 value-chains -- part Part Three: The practices of the platform of agile management -- chapter 11 The strategic planning -- chapter 12 The agile development and deployment of strategies -- chapter 13 The Model of the Two Rings and the agile modus operandi -- chapter 14 THE REVIEWS–EVALUATIONS– RECOGNITION SYSTEM -- part Part Four: The program of management innovation -- chapter 15 Programs of management innovation -- chapter 16 The decision-making -- chapter 17 The preparations and building support -- chapter 18 The launch of the program and the improvements -- chapter 19 The reviews, the extension, and the renewal of the program -- part Part Five: Leading thoughts -- chapter 20 The 5 avenues for management innovation.
Scope and content: "Game-changers? the likes of Google, Facebook, Amazon, Tesla, and the Robo-advisors - are revolutionizing swaths of business sectors. They were born with a different mindset, which makes them agile and ambidextrous. They seriously challenge traditional organizations, which have lost their initial impetus.? To adapt to the new business environment, increasingly CEOs are launching programs of management innovation. Yet, executive surveys show that up to 70% of them result in partial or total failures. Such outcome cannot be improved as long as these programs are conceived and carried out with a traditional approach.To innovate management innovation, The Platform of Agile Management integrates 3 principles that help innovate the way people think, 3 paradigms that help innovate the way people behave, and 3 practices that help innovate the way people act. So, while many change-management programs focus on the program, Willy Sussland starts by innovating the management. Thereafter, he proposes a program that is agile because it is steered and supported by the leadifership, but that is powered by the people. Moreover, the proposed program of management innovation is not a one-time project, but the framework to keep innovating the management as needed to outperform. "--Provided by publisher.
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chapter Introduction -- part Part One: The principles of the platform of agile management -- chapter 1 The why, the who, and the how -- chapter 2 The 3 tutors of thought and systemic, stimulating, and systematic thinking -- chapter 3 The triple “A” of agile management -- part Part Two: The paradigms of the platform of agile management -- chapter 4 The 4 behavioral drivers -- chapter 5 The business value and the 5 corporate capitals -- chapter 6 The organizational capital and its 5 capital components -- chapter 7 The talent capital -- chapter 8 The market capital -- chapter 9 The life- and time-cycles, and the financial capital -- chapter 10 The 5 value-chains -- part Part Three: The practices of the platform of agile management -- chapter 11 The strategic planning -- chapter 12 The agile development and deployment of strategies -- chapter 13 The Model of the Two Rings and the agile modus operandi -- chapter 14 THE REVIEWS–EVALUATIONS– RECOGNITION SYSTEM -- part Part Four: The program of management innovation -- chapter 15 Programs of management innovation -- chapter 16 The decision-making -- chapter 17 The preparations and building support -- chapter 18 The launch of the program and the improvements -- chapter 19 The reviews, the extension, and the renewal of the program -- part Part Five: Leading thoughts -- chapter 20 The 5 avenues for management innovation.

"Game-changers? the likes of Google, Facebook, Amazon, Tesla, and the Robo-advisors - are revolutionizing swaths of business sectors. They were born with a different mindset, which makes them agile and ambidextrous. They seriously challenge traditional organizations, which have lost their initial impetus.? To adapt to the new business environment, increasingly CEOs are launching programs of management innovation. Yet, executive surveys show that up to 70% of them result in partial or total failures. Such outcome cannot be improved as long as these programs are conceived and carried out with a traditional approach.To innovate management innovation, The Platform of Agile Management integrates 3 principles that help innovate the way people think, 3 paradigms that help innovate the way people behave, and 3 practices that help innovate the way people act. So, while many change-management programs focus on the program, Willy Sussland starts by innovating the management. Thereafter, he proposes a program that is agile because it is steered and supported by the leadifership, but that is powered by the people. Moreover, the proposed program of management innovation is not a one-time project, but the framework to keep innovating the management as needed to outperform. "--Provided by publisher.

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