Pamela Meyer's The Agility Shift: Creating Agile and Effective Leaders, PDF

By Pamela Meyer

ISBN-10: 1629560707

ISBN-13: 9781629560700

As opposite because it sounds, “planning” — as we typically comprehend the term—can be the worst factor a firm can do. give some thought to that risky climate occasions disrupt depended on offer chains, markets, and promised supply schedules. Ever-shifting geo-political tensions, in addition to inner political upheaval inside U.S. and international governments, derail long-planned new ventures. expertise disasters block possibilities. rivals all at once switch their product or unencumber date; your crew can't meet the speed of recommendations on your industry area of interest, leaving you sidelined. There are myriad methods within the present company surroundings for a company’s well-considered company plans to move awry.

Most company colleges proceed to organize managers to be potent in strong and predictable environments, stipulations that, in the event that they ever existed in any respect, are gone. The Agility Shift indicates enterprise leaders precisely easy methods to make the unconventional attitude and method shift essential to create an agile, entrepreneurial association that could innovate and thrive in advanced, ever-changing contexts. As writer Pamela Meyer explains, there's even more concerned than a reconfiguration of the org chart and task descriptions. It calls for relinquishing the appearance of keep watch over on the very starting place of so much administration education and company perform. regardless of such a lot leaders' ways, “Agility isn't easily speeded up planning.”

Unlike many agility books out there, The Agility Shift offers particular, actionable concepts and strategies for leaders in any respect degrees of the association to place into perform instantly to enhance agility and attain results.

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Additional info for The Agility Shift: Creating Agile and Effective Leaders, Teams, and Organizations

Sample text

Years of experience, training, and credentials are, of course, still valuable. But their value is minimal without the networks to which the skills, knowledge, experience, and resource awareness are linked. In other words, separating the process of “knowing what” and “knowing how” from the process of “knowing who” significantly diminishes agility capacity. The shift from information to interaction values the human system in which all meaning and action take place. Rather than problematizing this system as nonobjective or messy, the agility shift embraces it and engages it more fully.

It requires relinquishing the illusion of control that lies at the very foundation of most management training and business practice. This shift is being made in one of the most hierarchal, command-and-control organizations in the country, the United States military. S. 15 This change does not begin with restructuring and redeployments but with a fundamental shift in mind-set. S. 16 VUCA has become shorthand for the reality of life in the twenty-first century. Most business approaches to VUCA focus on strategies to reduce uncertainty.

The opposing team, the Springfield Sacred Heart Cyclones, was keenly aware of the chaos their rivals were experiencing. They sent several charter buses to Washington so family and community members could attend the game in Springfield. Upon their arrival, team and community members were greeted with a welcome banner reading “God Bless Washington” hanging over the Cyclone bleachers.

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The Agility Shift: Creating Agile and Effective Leaders, Teams, and Organizations by Pamela Meyer


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