The 6 Enablers of Business Agility

Table of contents

1. Cover
2. Title Page
3. Copyright Page
4. Dedication
5. Contents
6. Introduction: About This Book
   1. Business Agility and the Organizational Operating System
   2. Why I Wrote This Book
   3. My Two Key Drivers
   4. How This Book Works
7. Chapter 1. The Changing Business Climate
   1. Exploring and Exploiting: Two Key Organizational Activities
   2. The Twentieth-Century Organization: Exploiting with Efficiency
   3. The Rise of VUCA: The Game Has Changed
   4. The Modern Organization: Exploring with Agility
8. Chapter 2. Introducing Business Agility
   1. Breaking Out of the Status Quo: Beyond Belief Perseverance
   2. The Three Waves of Agility: From 17 Software Engineers to the Boardroom
   3. Business Agility: Cautionary Tales from History
   4. No Sacred Cows: Disrupting Yourself
9. Chapter 3. The 6 Enablers of Business Agility
   1. Why Agility Initiatives Fail: A Narrow Focus
   2. Introducing the 6 Enablers of Business Agility: Taking a Holistic Approach
   3. Leadership and Management
   4. Organizational Culture
   5. Organizational Structure
   6. People and Engagement
   7. Governance and Funding
   8. Ways of Working
   9. Putting It All Together
10. Chapter 4. Leadership and Management
    1. The Birth of Management: The Emerging Imperative
    2. Early Management: Back to the Pioneers
    3. Reinventing Management: What Worked Before
    4. Twenty-First-Century Leadership: Some Emerging Approaches
    5. Agile Leadership: Three Key Mindset Shifts
11. Chapter 5. Organizational Culture
    1. Why Culture Matters: Lessons from a Failing Car Plant
    2. Modeling Culture: Making Tangible the Intangible
    3. Shifting Culture: Changing by Not Changing
    4. Moving beyond Words: Creating an Environment for Agility
12. Chapter 6. Organizational Structure
    1. The Importance of Structure: Adopting Electricity
    2. Principle One: Customer-Centricity
    3. Principle Two: Small, Cross-Functional Teams
    4. Principle Three: The Network of Interconnected Teams
    5. Principle Four: Ambidextrous Organizations
    6. The Importance of Structure: Fighting Terrorism in Iraq
13. Chapter 7. People and Engagement
    1. The Case for Employee Engagement: Wake Up and Smell the Success
    2. The Neuroscience of Knowledge Work: Priming the Brain for Thinking
    3. Managing for Engagement: From Compliance to Creativity
    4. Reinventing HR: A Twenty-First-Century Approach
14. Chapter 8. Governance and Funding
    1. Budgets, Projects, and Outputs: Building the House of Cards
    2. Customers, Value, and Outcomes: Taming Uncertainty
    3. Managing the Portfolio: The Right Tool at the Right Time
    4. Searching: Casting the Net Wide
    5. Developing: Bringing Ideas to Life
15. Chapter 9 Ways of Working
    1. Daily Team Practices: Patterns for Collaboration
    2. Kaizen: A Mindset of Continuous Improvement
    3. Measuring Performance: More Value with Less Work
16. Chapter 10 Leading the Change
    1. Why Most Change Fails: Avoiding the Pitfalls
    2. Seven Principles of Leading Change: Laying the Foundations
    3. The Business Agility Canvas: Your Transformation
    4. Working with the Canvas: Change as the New Normal
17. Notes
18. Acknowledgments
19. Index
20. About the Author