Cover -- Title -- Copyright -- Contents -- Acknowledgements -- Introduction -- Who is the book for? -- How is the book organized? -- Chapter 1: Why go agile? -- Chapter 2: Why are agility and resilience so elusive? -- Chapter 3: The resiliently agile organization -- Chapter 4: Agile strategizing -- Chapter 5: Agile implementation -- Chapter 6: HR's role in building a high-performance work climate -- Chapter 7: Agile linkages -- Chapter 8: Agile people processes -- Chapter 9: Nurturing employee engagement and resilience -- Chapter 10: Change and transformation -- Chapter 11: Building a change-able culture -- Chapter 12: Agile leadership -- Notes -- 1 Why go agile? -- The business case for agility -- What is organizational agility? -- Ability to adapt -- Ability to manage change -- Speed -- Innovation -- Does every organization need to be 'agile'? -- Forces driving the need for agility -- A global marketplace -- Disruptive innovation -- Technology -- A market society -- Demographics -- Can competitive advantage be sustained? -- Resilience -- Anticipation -- Ability to bounce back -- Conclusion -- Notes -- 2 Why are agility and resilience so elusive? -- Setting the context: evolution of agility theory -- The 1990s -- The rise of agile -- What increases complexity in organizations? -- Structures and routines -- The conventional strategy-making process -- Leadership mindsets -- The implementation gap -- Technology: the 'holy grail'? -- Organizational culture -- Culture change? -- Neglecting the human aspects of change -- Agility at the expense of resilience -- Talent shortages -- Conclusion -- Notes -- 3 The resiliently agile organization -- The qualities and capabilities of agile firms -- 'Bouncebackability' -- Learning as key to adaptation and innovation -- Flexibility -- Routines: standardization and innovation -- The resiliently agile model.

Quadrant 1: strategizing -- The shift to strategizing -- A unified top team -- Agile implementing -- Agile innovation -- The link between culture and performance -- Agile linkages -- Agile people practices -- Management and leadership needed -- Conclusion -- Notes -- 4 Agile strategizing -- The scale of the challenge -- Lessons from long-lived organizations -- Redefining 'value' -- Strategic leadership in complexity -- Ability to counter complexity with clarity -- Ability to lead people through change -- Leading the process of strategizing -- A sense of shared purpose -- Dialogue -- A robust strategic intent: focus on the core -- Identifying the challenges ahead -- Wide-deep scanning -- Build creative participation -- Focus intensely on the customer -- Outside-in thinking -- Segmentation -- Co-creation and intelligent products -- Managing costs -- Key resources -- Key activities and partnerships -- Focus on value -- Benchmarking for agility -- Agile scoreboarding -- A picture is worth a thousand words -- Effective governance and risk management -- Conclusion -- Notes -- 5 Agile implementation -- Agile operating model elements -- People and organization -- A culture conducive to innovation -- Technology -- Rich information systems -- Lean execution processes -- Experimenting - the routines of exploration -- Agile problem analysis -- Opportunities for problem solving -- Agile work planning -- Setting up agile teams -- Innovation as everyone's job -- A framework for knowledge sharing -- Project-based working -- The evolution of project management approaches -- The development of agile project management -- Agile as 'best of breed' -- Agile approach to identifying stakeholders -- Combining traditional and agile approaches -- Spreading the learning from agile -- Agile managers - from controller to coach -- Conclusion: HR implications -- Notes.

6 HR's role in building a high-performance work climate -- Stimulating learning practices -- Working flexibly -- Performance management -- Towards more agile performance management -- Recognition -- Reward strategy -- Conclusion -- Notes -- 7 Agile linkages -- The pursuit of flexibility -- More flexible organizational forms -- Spanning leadership -- The rise of virtual working -- Working in alliances -- What is a strategic alliance? -- Outsourcing and offshoring -- Strategic alliances - the innovation model -- Working in alliances - key features and challenges -- Building an alliance culture -- Behavioural ground rules -- Conflict and trust building -- Key skills and behaviours for effective alliance working -- Conclusion -- Notes -- 8 Agile people processes -- Agile people -- A diverse workforce -- Changing expectations -- Strategic workforce planning -- Future-focused -- Segmentation -- Risk -- Measurement for improvement and whole system dashboard -- Talent management -- A new 'war for talent' -- Who 'owns' talent management? -- Fresh approaches to talent management are needed -- Finding the right people in the right place with the right skills -- Sourcing talent -- Recruitment -- Employer brands -- Onboarding -- Build strategies - growing the talent pool -- Identifying high potential -- Learning agility -- Developing people -- Career resilience -- Agile succession planning -- A formal process -- Towards a more 'agile' succession approach -- Conclusion -- Notes -- 9 Nurturing employee engagement and resilience -- Links between employee engagement and performance -- What is employee engagement? -- A one-sided deal -- Key enablers of engagement -- The roles of leaders and managers -- Getting to grips with engagement issues -- What do employees want? -- The 'engaged' model -- Connection -- Support -- Voice -- Scope.

What does this look like in practice? -- An emergent psychological contract -- Team engagement -- Maintaining engagement in change -- Typical human reactions to change -- Maintaining resilience -- How can HR/OD help to stimulate engagement and wellbeing? -- Conclusion -- Notes -- 10 Change and transformation -- Types of change -- Transactional, incremental -- Radical, transformational -- Towards more agile approaches to change -- Stakeholder engagement -- Developing a stakeholder engagement plan -- Mobilizing people for change - 'pull' rather than 'push' -- The importance of involving people -- Managing the transition -- Dealing with endings -- During the transition -- Towards the new -- Measuring success at RBS Choice -- Win-win outcomes -- Conclusion -- Notes -- 11 Building a change-able culture -- Can culture be 'changed'? -- The Star Model™ -- Taking stock -- The cultural web -- 'Pull': defining what 'good' looks like -- Developing shared purpose -- A 'critical few' shifts… -- A receptive context - are you ready for change? -- Building emotional energy for change -- Building a social movement -- Build cohesiveness -- Build in peer support -- Aligning management and leadership -- Reinforcement -- Conclusion -- Notes -- 12 Agile leadership -- Why values-based leadership? -- Ethics and purpose -- Putting employees first -- From 'I' to 'we' - building shared leadership -- On the journey towards shared leadership -- Supporting teams -- Team effectiveness and business performance -- Go slow to go fast -- What happens to top leadership? -- How can agile leadership be developed? -- Look outside -- Look inside -- Conclusion -- Notes -- Conclusion -- 1. Context counts -- 2. Agility = mindset -- 3. Collective awareness and collaboration -- 4. More democratic approaches -- 5. Culture building -- 6. An enabling context -- 7. Agile people.

8. A more mutual employment relationship -- 9. Becoming 'organizational citizens' -- 10. When all else changes, purpose and values act as glue -- Notes -- Index.