Agile Leadership For Turbulent Times

This thought-provoking and engaging book is for you, whatever your seniority, in the private or public sector – if you are curious about the role and purpose of leadership in a turbulent world. It will help you become a more agile leader through understanding and integrating your ego, eco and intuitive intelligence. You will gain a deeper understanding of your unique leadership blend through a short diagnostic inventory, bringing insight about your strengths and what may be tripping you up. The book offers tips, ideas and practical suggestions on how to develop your ability to use the three intelligences in order to expand your leadership repertoire. It will help you enable the teams you lead to be more flexible, responsive and autonomous. The authors have drawn on their vast experience from the boardroom to the shop floor, the classroom and research around the world, to write an easy-to-digest yet ground-breaking book that deals with the root causes of today’s twenty-first-century leadership challenges. Its contents are straightforward and widely applicable.

Agile has the power to transform work--but only if it's implemented the right way. For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack. Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way. The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise. Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.

This Element aims to build, promote, and consolidate a new social science research agenda by defining and exploring the concepts of turbulence and robustness, and subsequently demonstrating the need for robust governance in turbulent times. Turbulence refers to the unpredictable dynamics that public governance is currently facing in the wake of the financial crisis, the refugee crisis, the COVID-19 pandemic, the inflation crisis etc. The heightened societal turbulence calls for robust governance aiming to maintain core functions, goals and values by means of flexibly adapting and proactively innovating the modus operandi of the public sector. This Element identifies a broad repertoire of robustness strategies that public governors may use and combine to respond robustly to turbulence. This title is also available as Open Access on Cambridge Core.

What should senior managers do in the face of the unrelenting change that confronts them today? In the context of such uncertainty, there is one unifying need: leadership. When the going gets tough, the tough exercise leadership. Equally, tough times call for soft skills. Make no mistake -- in turbulent times, leadership is the prerequisite of the survival and future success of your business. USE THE HEADWINDS OF CHANGE TO YOUR ADVANTAGE WHEN EVERYONE ELSE IS BEING BLOWN OFF COURSE How do you lead when the world just won’t stand still? Leading in Turbulent Times is based on exclusive interviews with the frontline leaders who know how to adapt to rapid change and how to help their companies overcome the challenging obstacles they face. When change is the name of the game, the best leaders focus on passion; communication; and vision. Kevin Kelly and Gary Hayes spoke to the following global leaders, so that you can hear it like it is. Talal Alzain, Bahrain Mumtalakat Holding Company John Brock, Coca Cola Enterprises Sam DiPiazza, PwC Edward Dolman, Christie's International Henry Fernandez, MSCI Barra Mark Frissora, CEO Hertz Corporation Victor Fung, Li & Fung Tom Glocer, Thomson Reuters Kris Gopalakrishnan, Infosys George Halvorson, Kaiser Permanante Wang Jianzhou, China Mobile Kazuyasu Kato, Kirin Holdings K V Kamath, ICICI Bank Bijan Khosrowshahi, Fuji Fire & Marine Yorihiko Kojima, Mitsubishi Anand Mahindra, Mahindra & Mahindra Alexei Mordashov, Severstal Takeshi Niinami, Lawson Nick Stephan, Phoenix Partners Group Linda Wolf, Wal-Mart Find out how these top-performing executives are navigating through uncertain times and use the book’s ‘Leading in turbulent times checklist’ to make sure your company rides out the winds of change.

The global higher education sector has changed dramatically as universities continue to face unprecedented challenges associated with the COVID-19 pandemic. Many are struggling to navigate this crisis while maintaining high-quality course delivery, ensuring strong student recruitment numbers, and providing clear communication to staff and students. Issues have emerged at an exponential rate, and coping with the pandemic has been particularly difficult for universities as they serve several functions, such as being educational institutions as well as major employers. Leadership and Management Strategies for Creating Agile Universities reflects on the challenges that higher education institutions have faced during the pandemic and the associated projected socio-economic impact yet to be felt. It also considers how different universities have addressed the challenges so as to learn what has and has not worked and speculates what future implications exist for the vision of a new higher education sector in a changing world. Covering topics such as developmental leadership, IT governance, and lifelong learning, it is ideal for policymakers, industry professionals, academicians, researchers, governors, decision makers, teachers, and students.

Ever feel like you and your team are stretched across multiple demands or that the goal posts change constantly? Never before have businesses felt so acutely this constant need to adapt, pivot and change tack. This book will teach you how you can not only survive in the context of digital transformation, but also thrive and grow, by adopting a powerful agile leadership model. This new and revised edition of The Agile Leader lays out clearly in eight steps how agile leaders empower their team to make decision quickly, evaluate correctly where the biggest opportunities are and mould their strategies around market dynamics and ever-changing needs. If there's one leadership skill that successful businesses have in spades, it's the ability to enable teams to adapt and grow within complex eco-systems of clients, partners and suppliers. By focusing on teamwork and collaboration, as well as promoting shared decision making and ruthless prioritizing, leaders can transform the way they work as well as how their teams function to make them more malleable. Simon Hayward is an agile leadership expert. In this new edition of this successful book, he distills years of leadership and agile research into an actionable 8 step plan, brought to life with examples of agile digital businesses. Learn how to become agile and make digital transformation and delivery part of your business as usual.

Leadership Agility is the master competency needed for sustained success in today’s complex, fast-paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility. Significantly, only 10% have mastered the level of agility needed for consistent effectiveness in our turbulent era of global competition. Written in an engaging, down-to-earth style, this book not only provides a map that guides readers in identifying their current level of agility. It also provides practical advice and concrete examples that show managers and leadership development professionals how they can bring greater agility to the initiatives they take every day.

This open access book brings together works by specialists from different disciplines and continents to reflect on the nexus between leadership, spirituality and discernment, particularly with regard to a world that is increasingly volatile, uncertain, complex, and ambiguous (VUCA). The book spells out, first of all, what our VUCA world entails, and how it affects businesses, organizations, and societies as a whole. Secondly, the book develops new perspectives on the processes of leadership, spirituality, and discernment, particularly in this VUCA context. These perspectives are interdisciplinary in nature, and are informed by e.g. management studies, leadership theory, philosophy, and theology.