As we prepare for the rapidly developing COVID-19 virus, we would like to remind you of the resources available to help you prepare your organization. Many businesses are transitioning to increased remote work, and moving large events onto digital platforms. But this...
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
In The Inevitable, author and co-founder of Wired magazine Kevin Kelly describes twelve disruptive technological forces. One is “becoming,” in which products, services and relationships are perpetually both obsolete and upgraded.
Christopher G. Worley (CEO), Thomas Williams (PwC Strategy LLP), Edward E. Lawler III (CEO) explain how agile organizations continuously adjust to changing circumstances by, for example, launching new products or eliminating old ones, entering new markets or exiting underperforming ones, or building new capabilities. This requires management processes that can support adaptability over time.
In this webinar, Chris Worley and Sue Mohrman, Senior Research Scientists and Directors of CEO’s Organization Design Program, describe the foundations of agility – how the full systems design using the Star Model compliments today’s VUCA world.
The term “agility” gets tossed around a lot these days. Strategists tout the virtues of strategic agility, fast strategy, and resilience.
Becoming Agile: How the SEAM Approach to Management Builds Adaptability illustrates the process of becoming an agile organization. Reflecting the principles presented in The Agility Factor, readers are taken on a real-world journey of transformation and change. This...
Christopher G. Worley (CEO), Thomas Williams (PwC Strategy), and Edward E. Lawler III (CEO)
The Agility Pyramid describes how the four agility routines and management processes work together to keep an organization’s capabilities effective and refreshed.
This article by Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) uses case studies on Netflix and oDesk to show that organizations can create an agile workforce by adopting a set of talent management practices that encourage employees to learn and develop, and by reducing the transaction costs associated with changing the skill sets in their workforce.
Edward E. Lawler III (CEO) shares how in order to survive, organizations have had to keep pace with the changes that have occurred. In the future they will have to keep up with an increasingly rapid rate of change in order to survive.
In this webinar, Chris Worley, Tom Williams, and Ed Lawler will present and discuss several of the leading “misconceptions of agility”.
In The Agility Factor: Building Adaptable Organizations for Superior Performance, the authors (Christopher G. Worley, Thomas D. Williams, and Edward E. Lawler III) reveal the factors that drive long-term profitability based on the practices of successful companies that have consistently outperformed their peers.
Although there is great agreement that organizations have to get better at changing, there is much less agreement on what organizations need to do in order to become more agile. In our recent book, The Agility Factor, Chris Worley, Tom Williams, and Edward E. Lawler III (CEO) provide an answer.