This Week in Agility Research: Feb. 19, 2016

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

Research Report: Assessing Leadership Potential
By: Iris Wong

The assessment of leadership potential is a topic of much interest and relevance in the Singapore Public Service, especially with the increasing recognition that the process of identifying of leadership potential can have an extensive and long-lasting impact on Public Service leadership. Appropriate identification of leadership potential in the Public Service is thus essential towards surviving and thriving in a changing environment. This paper integrates and consolidates existing frameworks of leadership potential, and utilises ILOD’s philosophy of leadership and leadership development to offer a perspective of leadership potential in the Singapore Public Service.

Benefits of Blending Agile and Waterfall Project Planning Methodologies
By: Candice Quist

With continuous changes in technology and the project management practices used to deliver successful software projects to the business and users, Information Technology leaders need to optimize and adapt to find more effective management approaches. Understanding the strengths and weaknesses of both the waterfall and agile methodologies in order to choose and blend the characteristics that align best to meet the needs for a project is key to delivering a successful project.

Building Resilience in Small Nonprofits
By: Miguel Bonilla

Nonprofits are dealing with severe government and private foundation funding cuts. This article discusses key theoretical models and practices that are essential to strengthening small nonprofits in times of adversity. The focus of this article is on building resilience, the process of maintaining positive adjustment under challenging conditions.

Organization Agility Model in Marine Transportation Industry in Iran
By: Hassan Farsijani, Masoud Kasaee, Hamidi Reza, and Mohammed Sabeti

The main objective of this research is to design and introduce the organizational agility model of marine transportation of Iran in order to heighten the market share and marine transportation industry position of Iran. Seventeen structural agility variables were identified and classified as four main components: the agility of human resources, agility of technology, agility of organizational factors, and finally, marine transport chain agility components

R.esilience and Outsourcing
By: Bernardo Nicoletti

Today’s social-economic environment is turbulent and uncertain. The turbulence has tended to increase for a number of reasons. Demand in almost every industrial sector seems to be more volatile than was the case in the past. Product and technology lifecycles have much shortened. Competitive product introductions make life-cycle demand difficult to predict. At the same time, the vulnerability of the organizations to disturbance or disruption has increased. It is not only the effect of external events such as atmospheric events, strikes or terrorist attacks, but also the impact of changes in business strategy or war and terrorism. Many organizations have experienced a change in their risk profile as a result of changes in their business models, for example, the adoption of ‘lean’ practices, the move to outsourcing and a general tendency to aim at vendor consolidation. This paper suggests that one key element in any outsourcing strategy designed to mitigate operational risks is improved resilience. The paper analyze how to improve and manage resilience.


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.