This “short format” publication by Christopher G. Worley, Thomas D. Williams, and Edward E. Lawler III is a “tools” product that describes how to assess an organization’s level of agility. The book features two forms of assessment.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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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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Building an Ambidextrous Organization
Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.
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Integrated Speed and Flexibility: Delivering Customer Solutions
Jay R. Galbraith states that a challenge for organization designers is to create an organization that can act with speed, flexibility and integration. Up until now, designers could create organizations that are characterized by any two of those features but not all three.
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