This Week in Agility Research: Nov. 20, 2015

Here are a few items of new agility-related research that popped up on our radar this week. 

How Moving from “Best” to “Next” Practices Can Fuel Innovation
By: Sandee Magliozzi

The changes taking place in the legal field today require a future focus and have put pressure on organizations to create work environments that foster collaboration and innovation. “Next practices” are future-driven, strategic solutions that enable us to better anticipate and respond to change.

A mixed integer bi-level DEA model for bank branch performance evaluation by Stackelberg approach
By: Morteza Shafiee, Farhad Hosseinzadeh Lotfi, Hilda Saleh, and Mehdi Ghaderi

One of the most complicated decision making problems for managers is the evaluation of bank performance, which involves various criteria. There are many studies about bank efficiency evaluation by network DEA in the literature review. These studies do not focus on multi-level network. Results derived from bi-level programming DEA can provide valuable insights and detailed information for managers to help them evaluate the performance of the agile banking chain as a whole, using Stackelberg-game relationships.

aWall – A Socio-Cognitive Tool for Agile Team Collaboration using Large Multi-Touch Wall Systems
By: Magdalena Mateescu, Martin Kropp, Roger Burkhard, Carmen Zahn, and Dario Vschi

Agile methods emphasize highly interactive and close collaboration within teams and among stakeholders. Due to still missing adequate digital tools, agile teams use mostly physical artefacts like wallboards and story cards. In this paper, we present aWall, an agile team collaboration tool for large multi-touch wall systems. aWall was designed based on empirical user research using new interaction and visualization concepts to support and foster the highly collaborative and communicative agile work style.

Come together...for what? Creativity and leadership in Postnormal Times
By: Alfonso Montuori and Gabrielle Donnelly

The world is in the throes of a great transformation. The complexity, pluralism, and uncertainty of life appear overwhelming. From Beijing to Rio, from Cairo to Los Angeles, the rate of change is not letting up. Indeed, it seems like the rate at which we take radical change and radical changes for granted is also accelerating. Nevertheless, the changes brought about by the new technology and the relatively seamlessness with which it has been accepted hide the fact that we are talking about very, very new phenomena, and are potentially blind to the implications of our new hunchbacked posture.


About Elizabeth Patterson
Elizabeth Patterson likes to swim, bike and run really long distances as fast as possible. An Ironman triathlete and strategic planning officer in the U.S. Army National Guard, she continually tests her own agility while managing projects, improving processes and implementing Lean Six Sigma. A certified Project Management Professional, she holds a master’s degree in industrial/organizational psychology and is currently pursuing her Ph.D. in the field.  Learn more about Elizabeth.