Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Talent Agility is Critical

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.

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So you Want to be Agile? Find a Balance Between “Fat” and “Muscle”, 1/10/2013

In this webinar, Chris Worley and Sue Mohrman will describe their learnings about designing organizations for agility. There are many paradoxes inherent in such designs. Agility requires accepting a certain amount of slack that absorbs the risk of investing in their future while relentlessly driving down costs in present operations; experimenting on the one hand while systematically incorporating what is learned on the other; and developing people to be ready for the future while making them expert in the present. In agile organizations, change is routine.

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Sustained High Performance and the Role of Agility

Tom Williams (Booz & Company), Chris Worley (CEO), Niko Canner (Booz & Company) and Edward E. Lawler III (CEO) explain that “Competitive environments change continuously, and the pace of change continues to increase. Yet some companies in every industry show superior performance relative to their peers over very long periods of time. Does your company have the agility required to keep up?”

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Agility and Organization Design: A Diagnostic Framework

This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes one comprehensive agility framework called “built to change” and the diagnostic process developed to assess an organization’s agility.

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Fast HR

Theresa M. Welbourne (CEO) explains that Fast HR is a growing body of work that spells out ways HR can change to meet the needs of today’s fast-growth and high change organizations.

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Dealing with Rough Times: A Capabilities Development Approach to Surviving and Thriving

Susan A. Mohrman (CEO) and Christopher G. Worley (CEO) state that during rapid change and extreme threat, steering the ship is not sufficient. Leaders must introduce approaches that tap the energies of employees throughout the organization.

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Leading Change: Do It With Conversation

Susan A. Mohrman (CEO) explains that few corporations are immune to the forces of the global economy and the sweeping technological advances that require large-scale change and adaptability for survival.

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Collaboration and the Producers of Management Knowledge

Andreas Werr (Stockholm School of Economics) and Larry Greiner (USC) explains that the world of managers is increasingly knowledge intensive. Competition is growing, large organizations are becoming more global and complex, resulting in a proliferation of new management models and tools, making it difficult for managers to keep up with the latest developments (Huczynski, 1993).

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Designing Organizations that are Built to Change

Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) share that as the pace of globalization and social change quickens, executives are correctly calling for greater agility, flexibility and innovation from their companies.

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Designing Organizations as if Change Matters

Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) share that more and more executives and management theorists are calling for agility, flexibility, and innovation in the performance of organizations.

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