Recent Agility Research: March 15, 2016

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

Determination of Sustainable Business Strategies during Recession: An Indian Perspective
By: Pritpal Bhuller

In the pursuit of global growth to enhance profitability, and a continual creation of interoperable synchronization of ambitious business strategies with sustainable business strategies, it is essential for the organisations to distinctively synergize the business in the VUCA (Volatile, Uncertain, Complex and Ambiguous) world. The financial recession of 2007-08, which started in US but encompassed most of the economies gradually has fostered the idea of formulating sustainable strategies which would safeguard the interests of the organization even during the times of economic meltdown. Indovation and diversification of business has emerged as a new tool for survival during economic slowdown. Suggestions have been made to the corporate world about focusing on those sustainable business strategies that make their fundamentals strong and help them in surviving even in economic slowdown on the basis of the findings of the analysis.

Agile Governance Theory: Conceptual Development
By: Alexandre Luna, Philippe Kruchten, and Hermano de Moura

Competitiveness is the key to a sustainable development and it demands agility at the business and organizational levels, which in turn requires a flexible and customizable IT environment and effective and responsive governance in order to deliver value to the business. Objective: This paper describes the conceptual development of a theory for analyze and describe agile governance in order to increasing the success rate of their practice, achieving organizational performance and business competitiveness.

A Study of Human Resources Practices within Agile Organizations
By: Paula Lee

This study examined the human resources (HR) practices within 10 agile organizations to identify what HR professionals are doing to positively impact the agility of the organization. The study revealed that executive-level leadership in HR is committed, visionary, and focused. They are aligned on a shared sense of purpose and the customer is top of mind. HR teams are innovative with their interventions and solutions, and mindful about slowing down to fix the root cause of the organization’s challenges. Study findings suggested that HR professionals at agile organizations demonstrated strong consulting skills, change management skills, and an intention to create business value through HR efforts. HR can help by building organization capabilities and by tying back HR outcomes to the business goals. HR professionals master the change agent role, link HR practices to business strategy, unleash the power of technology in HR, and build capability for HR and the organization.

The (New) Horizon for Value-based Ethics: Insights and Opportunities for Our Profession
By: Margaret Klein and Kevin Basik

As learning institutions, it is imperative that we reflect on our experiences during the past 10 years to assess the impact and understand both our strengths and weaknesses. This is necessary to see ourselves so we can determine how we should adapt and institutionalize the lessons of the last decade. This will enable us to promote the knowledge, skills, attributes, and behaviors that define us as a profession, and develop our future leaders.

The Theoretical Implications of HR on a Growing Corporation
By: Marc Getzoff

There seems to always be the issue of business size versus business agility. Time and time again businesses have fallen behind due to their sheer size, along with their inflated bureaucracies and their inability to further innovate. However, that does not necessarily have to be the case. Through strong human resource management, the corporation can grow and remain capable of advancing and innovating. Stronger worker coordination, creating entertaining competitions, and forming measures of inclusion for those who are added to the workforce allow an organization to be agile while growing.


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.