Agility is on everyone’s mouth and far more than just an IT issue. Together with the two currents “Agile Everything” and “Business Agility”, agility was also transferred to areas outside IT. To do this, I publish a series of articles in the Agility Areas category to define agility outside of IT. An overview of the areas examined can be found in the article The agile department.
Organizations are constantly changing and new traits and shapes are constantly evolving. In the article Organisations – yesterday and today, I have already reported extensively on the development of organisations and now try to describe modern information using modern frameworks and to evaluate it with experts.
In the following I would like to briefly present my used frameworks for agility and to present further literature. The analysis is based on an extensive literature analysis of academic sources from 2015 and 2016.
Frameworks for Agility and Agile Enterprise
As a manager, how do I run agile teams and how do I scale them across the company? Here Gloger & Rößner (2014, p. 145) provide a good answer. Both are calling on modern managers to rethink leadership. Teams are not automatically self-organized as soon as they are dismissed or simply no longer take care of them. Self-organization therefore needs leadership.
Such an agile organization with so-called stars therefore requires a leadership that allows self-organization, a positive culture of success, voluntary (no one is forced to work here) and recognition systems. How these aspects are implemented will be discussed in the case studies and roundtables. To do this, the role of the team leader as part of the team and management in organizations is examined.
Do you see the sad duck? I found this illustration in the book Management 3.0 by Appelo (2010, p. 4). Many big managers and companies often feel like this little duck. They only swim on the surface and notice how the water moves. However, they do not know why it moves and what factors it is moving. Decisions must be taken without knowing the full extent. This can lead to paralysis and therefore no decision or to the fact that it is only taken when this is indispensable. New methods and technologies are used to address this complexity and to make decisions in a flexible and open-ended manner. I use the complexity method to examine how modern managers deal with this.
Resilience and Black Swan
Resilience is defined as mental resilience and the ability to survive difficult life situations without lasting impairment (Duden). Bargstedt et al. (2015, p. 279) have summarized the factors of the resilience of organizations in the figure. Resilience, for example, shows the ability to briefly leave the current line organization after an unpredictable event and quickly restore the initial situation and even emerge stronger from it. Such unpredictable events are defined in literature as “Black Swan” (Taleb 2015). Netflix even has its own departmentto simulate such Black Swans. This department tries to bring the system down every week. Resilience is seen as one of the great characteristics of modern companies. Such use cases for implementation, i.e. the resilience of organisations, will also be part of the case studies as one of the frameworks for agility.
The concept of Robertson (2015) is currently on everyone’s notice. You haven’t heard of it yet? The world changes almost every minute and most people are actually well qualified to respond to these changes. However, they often lack the necessary authority to do so. Instead, as Robertson notes, they are forced to follow strategies carved in stone by executives. Holacary makes every employee in the company an entrepreneur.
However, Robertson’s model was described as very abstract in the first interviews of the research project. I therefore use the first drafts of Pfläging (2014, p. 42). Here he shows how a classic line organization is converted into mixed and independent teams. This transformation involves many more facets and is discussed in each roundtable as one of the main topics. I even work in a holocracy and can bring exciting stories from everyday life. It is a question of bringing the purpose of the organisation back to the fore, not pure profit. This purpose is constantly being redefined and constantly evolving. I have already written a good summary in the article on holocracy.
Companies are changing. Gloger and Margetich (2014, p. 11) have already described it in their book. When the focus was still on the organization itself and all the employees around it were built up, these robust systems often collapsed with the slightest surprise. Modern companies thrive on networking and flexibility. I will evaluate with some medium-sized companies in Germany what such a transformation can look like and discuss it at the roundtables.Genderhinweis: Ich habe zur leichteren Lesbarkeit die männliche Form verwendet. Sofern keine explizite Unterscheidung getroffen wird, sind daher stets sowohl Frauen, Diverse als auch Männer sowie Menschen jeder Herkunft und Nation gemeint. Lesen Sie mehr dazu.
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Verwendete Quellen anzeigen
Appelo, J. (2010). Management 3.0: Leading Agile Developers, Developing Agile Leaders. Boston: Addison-Wesley Professional.
Bargstedt, U., Horn, G., & Vegten, A. van (2015). Strengthening resilience in organizations: preventing and managing critical situations. Oberhaching: Publishing House for Police Studies.
Gloger, B., & Rösner, D. (2014). Self-organization needs leadership. Munich: Carl Hanser Verlag GmbH & Co. KG.
Gloger, B., & Margetich, J. (2014). The Scrum Principle. Stuttgart: Poeschel Verlag.
Robertson, B. (2015). Holacracy: The New Management System for a Rapidly Changing World. New York: Macmillan USA.
Taleb, N. (2015). The Black Swan: The Power of Highly Unlikely Events. Munich: Albrecht Knaus Verlag.
Pfläging, N. (2014). Organization for Complexity. Munich: Redline Verlag.