Becoming Agile E-Book

Christopher G. Worley

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B Short Format Series
• Sprache: Englisch

Seitenzahl: 207

Veröffentlichungsjahr: 2015

Beschreibung

An in-depth example of The Agility Factor in action Becoming Agile: How the SEAM Approach to Management Builds Adaptability illustrates the process of becoming an agile organization. Reflecting the principles presented in The Agility Factor, readers are taken on a real-world journey of transformation and change. This short-format case study of the French company Brioche Pasquier highlights how one organization successfully implemented the principles of agility using the socio-economic approach to management, detailing each step of the process and describing how every decision brought the goal closer within reach. Readers get inside the heads of decision makers to gain insight into how tough decisions were made, how new, important, and flexible management tools were implemented, and how the necessary changes ultimately benefitted both the organization and the people who made it work. From overarching policy to day-to-day procedure, the story provides a clear example of how an agile organization is developed, giving readers a foundation upon which to implement similar changes in their own organization. Smart companies understand the importance of agility, but identifying where and how to initiate those first steps often leads to paralysis by analysis. This case study allows readers to learn from an organization that got through the inertia and put the principles of agility into action, with incredible results. * Understand how the principles of agility can be implemented using a specific intervention strategy * Tailor those principles to suit any organization * Calculate and convert the "hidden costs" of traditional organizational design into flexible, value added activities * Formulate and execute an actionable agility strategy Big changes require a deep understanding of the problem at hand, and a viable plan for steering the organization in a better direction. By seeing how it's been done before, organizations can take a proven approach and tailor it to their specific needs. For those tasked with formulating the agility strategy, Becoming Agile: How the SEAM Approach to Management Builds Adaptability provides invaluable insight.

Leseprobe

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Also by the Authors

Built to Change by Edward E. Lawler, III, Christopher G. Worley, and Jerry Porras

Management Reset by Edward E. Lawler, III, Christopher G. Worley, and David Creelman

The Agility Factor: Building Adaptable Organizations for Superior Performance by Christopher G. Worley, Thomas Williams, and Edward E. Lawler, III

Assessing Organization Agility by Christopher G. Worley, Thomas Williams, and Edward E. Lawler, III

BECOMING AGILE

How the SEAM Approach to Management Builds Adaptability

CHRISTOPHER G. WORLEY VÉRONIQUE ZARDET MARC BONNET AMANDINE SAVALL

Cover image: Cheetah running © GettyImages/ Oxford Scientific Cover design: Wiley

This book is printed on acid-free paper.

Copyright © 2015 by Christopher G. Worley, Véronique Zardet, Marc Bonnet, and Amandine Savall. All rights reserved

Published by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permissions.

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Library of Congress Cataloging-in-Publication Data

Worley, Christopher G. Becoming agile : how the SEAM approach to management builds adaptability / Christopher G. Worley, Veronique Zardet, Marc Bonnet, Amandine Savall.        pages cm. — (Jossey-Bass short format series)     Includes index.     ISBN 978-1-119-01166-8 (cloth); ISBN 978-1-119-01168-2 (pdf); ISBN 978-1-119-01167-5 (epub) 1. Organizational change. 2. Organizational effectiveness. 3. Management. I. Title. HD58.8.W6834 2015 658.4′06—dc23

2015020881

CONTENTS

Foreword

Preface

Acknowledgments

1 One Vision, Two Perspectives

Purpose of the Book

Agility and Performance

A Socio-Economic Theory of Organizations

Overview of the Book

Note

References

2 The Beginnings of Agility at Brioche Pasquier

BPG and the SEAM Methodology

The Initial Improvement Process at BPG

BPG’s Agility

References

3 The Brioche Pasquier Group Goes Global

Chapter Overview

Act 1: Internationalizing the Sales Function

Act 2: From International Sales to International Production

Act 3: From International to Global

Assessing BPG’s Agility

Summary

Note

References

4 Implementing Agility and SEAM

A Comparison and Integration of Agility and SEAM

An Agility Implementation Framework

Reflections on Becoming Agile

Conclusion

References

About the Authors

The Research Sponsor Organizations

The Center for Effective Organizations (CEO)

The Institute for Socio-Economic Organization Research (ISEOR)

The Center for Leadership and Effective Organizations (CLEO)

Index

EULA

List of Tables

Chapter 1

Table 1.1

Chapter 2

Table 2.1

Table 2.2

Table 2.3

Table 2.4

Production Waste Calculation

Production Loss Calculation

Table 2.5

Table 2.6

Table 2.7

Chapter 3

Table 3.1

Table 3.2

Table 3.3

Chapter 4

Table 4.1

Table 4.2

Table 4.3

Table 4.4

List of Illustrations

Chapter 1

Figure 1.1

The Ecological Perspective

Figure 1.2

The Transformational Perspective

Figure 1.3

The Dynamic Capabilities Perspective

Figure 1.4

The Agility Pyramid

Chapter 2

Figure 2.1

BPG Organization Chart (1984)

Figure 2.2

BPG Organizational Chart (1988)

Figure 2.3

BPG’s Goal and Strategy

Figure 2.4

The HORIVERT Model

Figure 2.5

Semi-Annual Priority Planning Process

Figure 2.6

How BPG Links Key Management Tools

Figure 2.7

Redesigning the Brioche Production Process (Before and After)

Figure 2.8

Typical BPG Site Organization Chart

Chapter 3

Figure 3.1

BPG Organizational Chart in early 2000s

Figure 3.2

Act 1: Internationalizing the Sales Function (1998–2000)

Figure 3.3

Act 2: Internationalizing Production (2001–2007)

Figure 3.4

Act 3: Globalizing Operations (2007–2014)

Figure 3.5

BPG Organizational Chart (2007)

Figure 3.6

Chronology of BPG and the Galaxy Desserts Relationship

Guide

Cover

Table of Contents

Preface

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Foreword

The main challenge companies will face in the future is an issue of great importance to me. It is also a priority for Brioche Pasquier’s human resource development strategy: the balance paradigm. Balance results from a reasoned consideration of the external environment versus the internal environment. The external environment demands immediacy, hyper-specialization, and a technical approach to the fields of sales management, finance, production, and other functions, but it also discourages a more holistic approach that would pay significant attention to the people in the company. To enable such a balance in organizational practices, one between the external and the internal environments, leaders must formalize a strategy, write it down, and translate it into company projects that match and reflect their being and will and draw on the company’s basic management principles. Such formality helps to avoid unwarranted turnarounds that might result from unstable, turbulent, and short-term business pressures. Indeed, our aim is to sustain our strategic view over the long run.