Organizational Agility 2015: The Agility Factor - The Routines of Sustainable Performance
Every large business faces periods of discontinuity that require transformation. In response, firms adopt reactive change management practices that set new objectives and define strategic initiatives intended to better align the organization to future marketplace demands. Research and experience suggests that these transformations often work well enough to ensure survival but rarely meet their performance objectives. Even as organizations face clear challenges to be more agile and changeable, they are stuck with design principles, change management technologies, and cultures that encourage stability and favor the status quo. Weary, battered, and bruised from the effort, and in the face of continued marketplace shifts, leadership reluctantly realizes that they have to go through the whole process again. The goal of transformation is usually “to adapt,” it is rarely “to become adaptable”.
Do such adaptable enterprises exist and if so, what are their characteristics and pattern of financial performance? This presentation describes a research?based model of organization agility. It suggests that agile organizations have four “routines” that control when and how organizations change. Agile organizations are 7 times more likely to have sustained, above average performance than traditional firms. The presentation concludes with propositions about the role of project management in agile organizations — effectively, what YOU can do to make your organization more agile.
Christopher G. Worley
Professor of Strategy & Entrepreneurship
NEOMA Business School
Chris Worley is a director at the Center for Leadership and Effective Organizations and a Professor of Strategy and Entrepreneurship at the NEOMA Business School. He is also a Senior Research Scientist (part time) at the Center for Effective Organizations at the Marshall School of Business at the University of Southern California. He is a recognized leader in the field of organization development, agility, and organization design. He is the former Director of the Master of Science in Organization (MSOD) program at Pepperdine University. He served as past chair for the Academy of Management’s Organization Development and Change Division.
Chris has authored or co-authored numerous books, chapters, and articles. His most recent books include The Agility Factor, Assessing Organization Agility, Management Reset, and Built to Change. In addition, he was co-editor (with Phil Mirvis) of Organizing for Sustainability: Leading through Networks & Partnerships. He also authored Integrated Strategic Change: How OD Builds Competitive Advantage in Addison-Wesley’s OD Series and, with Tom Cummings, co-authored six editions of Organization Development and Change, the leading textbook on organization development. His articles on strategic change and strategic organization design have appeared in the Journal of Applied Behavioral Science, the Sloan Management Review, Organizational Dynamics, the Journal of Organization Behavior, the International Journal of Public Administration, and the Project Management Journal. He has made presentations to scholarly and practitioner associations such as the Academy of Management, OD Network, the Strategic Planning Forum, and the Conference Boards of the U.S. and Canada.
Chris’s applied research and consulting practice is complemented by more than fifteen years of management experience in academic, for-profit, and government organizations. His consulting clients include organizations in high technology (Microsoft, Capital One, Intel, Nokia, Oracle, Texas Instruments, Lockheed Martin); health care (Cambia Health Solutions, Roche, Alegent Health Systems, Healthways, St. Joseph Health Care System); financial services (Allstate, The Hartford), the public sector (Canadian
Broadcasting Company, Southern California Edison, City of Los Angeles, City of Carlsbad) and natural resources (BP, Magma Copper Company, Canadian Hunter Exploration, Ltd.). The primary focus of his efforts in these organizations has been on strategy formulation and implementation, organization design, and the transformation to agility.
Chris received his Ph.D. in strategic management from the University of Southern California, an M.S. in organization development from Pepperdine University, an M.S. from Colorado State University, and a B.S. from Westminster College. He is a member of the Strategic Management Society, the Academy of Management, the Organization Development Network, and the National Training Laboratories (NTL).
NOTE: You must watch videos in their entirety and all the way through to the end for our system to record your viewing activity accurately. Learn more about PDUs on ProjectManagement.com.