An Introduction to Lean, Leand and Agile Organization, and Lean and Agile IT

2013 ◽  
pp. 33-34
Keyword(s):  
Agile Organization

scholarly journals A model of an agile organization designed to better manage the COVID-19 crisis

2020 ◽  
pp. 084047042098047
Author(s):  
Fabrice Brunet ◽  
Kathy Malas ◽  
Danielle Fleury
Keyword(s):  
Organizational Structure ◽  
Open Innovation ◽  
Health Centre ◽  
Healthcare Organizations ◽  
Innovation Ecosystem ◽  
The People ◽  
Model Of Management ◽  
Agile Organization ◽  
Decentralized Model ◽  
Lack Of Knowledge

COVID-19 strongly hit healthcare organizations due to three factors: the lack of knowledge of this new virus, the fear of the people, and the continuous modifications in the management of the crisis. This situation required flexibility and adaptability of organizations, as our university health centre demonstrated. It relied on a decentralized model of management based on three pillars: a culture of innovation and creativity, an agile organizational structure, and an open innovation ecosystem and network. These assets were already developed prior to the onset of COVID-19 and helped our organization to better respond to the crisis.

scholarly journals Advancing Chemistry Worldwide

2021 ◽  
Vol 43 (2) ◽  
pp. 2-3
Author(s):  
Javier García-Martínez
Keyword(s):  
New Technologies ◽  
General Assembly ◽  
Effective Manner ◽  
Working Groups ◽  
Agile Organization

Abstract As we come out of this pandemic, we must find the most effective and useful ways so that IUPAC fulfills its mission of contributing to the worldwide understanding and application of the chemical sciences to the betterment of humankind. New technologies provide us with the tools to achieve this goal in a very effective manner. For example, our next General Assembly, which will be held completely online, represents an unprecedented opportunity to engage with our NAOs in a way that will allow for discussing our most pressing needs in a new and effective way. We are already working on different options to have working groups meeting at different times in virtual rooms, so everybody can participate, raise any issues, and discuss how we can create a more effective, responsive, and agile organization. I encourage all delegates to our General Assembly to make full use of this opportunity. Also, I would like to invite the wider IUPAC community, including our members, Associated Organizations, Company Associates, and also our sister Chemical Societies, to let us know any ideas, things we must improve, or any opportunities for collaboration, so we can include them in our discussions during our next General Assembly.

scholarly journals RISK CRITERION IN THE “AGILE” ORGANIZATION

2015 ◽  
Vol 10 (1) ◽  
pp. 61-87 ◽  
Author(s):  
Wioletta WEREDA ◽  
Jacek Woźniak
Keyword(s):  
Risk Criterion ◽  
Agile Organization

Organizacja „zwinna” traktowana jest jako jeden ze współczesnych podstawowych modeli kształtowania i doskonalenia organizacji. Fundamentem budowania „zwinnego” zarządzania w organizacji jest proces kreowania i dyfuzji wiedzy. Wiedza stanowi bowiem swoistą „dźwignię” rozwoju organizacji i źródło jej szeroko rozumianego potencjału. „Zwinność” organizacji wyrasta z procesów zarządzania wiedzą i przejawia się m.in. w adaptacyjności tej organizacji do endo- i egzogenicznych zmian. Model „zwinnej” organizacji wymaga również uwzględniania kryterium ryzyka. W organizacjach „zwinnych” ryzyko traktuje się przede wszystkim jako źródło szans dla organizacji, a nie zagrożeń. Artykuł ma charakter teoretyczno-empiryczny, a jego celem jest umiejscowienie kryterium ryzyka w modelu organizacji „zwinnej”, jak również określenie roli i znaczenia tego kryterium w kształtowaniu jej rozwoju. Przykładem organizacji „zwinnej”, w rozwoju której kryterium ryzyka odgrywa znaczącą rolę, jest firma McDonald’s. Działając w skali globalnej i stosując strategię dywersyfikacji poziomej, odnotowuje ona szereg zróżnicowanych czynników, jakie determinują jej funkcjonowanie. Można przyjąć nawet, że McDonald’s działa w swoistej „sieci” czynników ryzyka (tj. czynników szans/korzyści i czynników zagrożeń/strat). Firma ta wykorzystuje kryterium ryzyka do kreowania swojego potencjału, stosując m.in. zintegrowane podejście do zarządzania ryzykiem (bazujące na podejściu systemowym) oraz strategię ekspansji międzynarodowej, tj. uwzględniając zróżnicowanie poszczególnych rynków (a więc i czynników ryzyka) i dostosowując się do ich potrzeb, wymagań i możliwości – co z kolei jest przejawem elastyczności i adaptacyjności.

scholarly journals Principles of Operational Agility: A Case Study of a Swiss Telecommunication Company

2020 ◽  
Vol 74 (2) ◽  
pp. 173-186
Author(s):  
Rafael Lorenz ◽  
Luzius Bäckert ◽  
Johannes Heck
Keyword(s):  
Single Case ◽  
Agile Manufacturing ◽  
Transformation Process ◽  
Agile Development ◽  
Single Case Study ◽  
Business Unit ◽  
Management Research ◽  
Research Areas ◽  
Agile Organization

Management research has begun to investigate operational agility, the capability of organizations to adapt rapidly and incrementally in response to changing conditions. The purpose of this study is to bridge the discrete research areas of agile development and agile manufacturing, which exist within literature on operational agility, and to derive the principles of operational agility itself. It therefore combines previous research with evidence from an explorative single case study. The study identifies eight principles of operational agility which may guide practitioners to form organizations that can adapt rapidly. By deriving these principles, this case study is one of the first academic contributions to elaborate on an operating model that aims for agility on both an enterprise and business unit level. Overall, our findings enhance the understanding of operational agility, while revealing new insights into the transformation process of a leading agile organization.

Agile IT Department Contracted for New Roles in a New Era

2021 ◽  
pp. 127-148
Author(s):  
Fawaz Alharbi
Keyword(s):  
Digital Transformation ◽  
New Era ◽  
Profit Center ◽  
Doing Business ◽  
Technology Changes ◽  
It Department ◽  
Key Drivers ◽  
Agile Organization ◽  
It Departments ◽  
Agile Software

The complexity of business and competitive environment enforces organizations to adopt innovative ways for doing business. This drives a new trend of agile organizations that are adaptable to market and technology changes. As a result, 75% of organizations recognized agility as one of the key drivers for their IT strategies. As organizations start adopting digital transformation initiatives, they recognize the necessity to adapt agility in their IT departments as well. However, moving to an agile organization and an agile IT department is more complex than adapting an agile software. This chapter aims to provide an in-depth explanation of agile IT department specifying its features, roles, and differentiation elements from the traditional IT department. Emerging technologies that are crucial in the movement towards an agile IT department are also discussed with possible change management process to facilitate the transition of the agile IT department into profit center that is contracted to add value for the whole organization while working in a feasible partnership mode with the business.

Barriers, practices, methods and knowledge management tools in startups

2019 ◽  
Vol 23 (9) ◽  
pp. 1838-1856 ◽  
Author(s):  
Fábio Lotti Oliva ◽  
Masaaki Kotabe
Keyword(s):  
Knowledge Management ◽  
Dynamic Capabilities ◽  
Field Research ◽  
Business Environment ◽  
Exploratory Research ◽  
Management Tools ◽  
Content Type ◽  
Development Level ◽  
Agile Organization ◽  
Knowledge Management Tools

Purpose The purpose of this paper is to present the main barriers, practices, methods and knowledge management tools in startups that are characterized as agile organizations with dynamic capabilities to meet the demands of a business environment of high volatility, uncertainties, complexity and ambiguity. Design/methodology/approach The conceptual basis of the research focused on the triad: agile organization, dynamic capabilities and knowledge management. Field research began by interviewing experts to identify the barriers, practices, methods and knowledge management tools in startups. Based on the theoretical review, on the desk research and on the result of interviews with experts, a quantitative research was carried out with the leading startups coworking of São Paulo city. The obtained data made it possible to develop descriptive analyses and run linear regressions and cluster analysis for exploratory research. Findings Startups with higher maturity in innovation level, solution development level, and scalability development level, present a higher degree of utilization of the practices, methods and tools dedicated to knowledge management. Practical implications It is expected that results of the research presented in detail will be able to illustrate concrete examples of practices, methods, and knowledge management tools for large established companies seeking the organizational agility of startups. Originality/value This study contributes to the identification of barriers, practices, methods and tools of management of knowledge in startups, through the conceptual triad: agile organization, dynamic capabilities and knowledge management.

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