The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business…
Abstract
Purpose
The purpose of this paper is to offer an integrated framework for understanding agility. Agility has become an increasingly important capability in today’s changing business world. In this paper, the authors suggest “3, 4’s” to better define agility. Agility can be defined through four dimensions (create the future, anticipate opportunity, adapt quickly and learn always); agility occurs with four stakeholders (strategy, organization, leader and individual); and agility is sustained through four Human Resource (HR) tools (people, performance, information and work).
Design/methodology/approach
Using this integrated framework, executives can better define, assess and invest in creating agility as a capability.
Findings
The authors studied leading Chinese and US high-tech organizations to discover how they respond to changing market conditions.
Originality/value
The research for this agility framework is described in their book, Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets.
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Stan Shih, J.T. Wang and Arthur Yeung
While all global leaders aspire to build a winning global company – one that is competitive, profitable, and sustainable – the business strategies and organizational models they…
Abstract
While all global leaders aspire to build a winning global company – one that is competitive, profitable, and sustainable – the business strategies and organizational models they pursue vary substantially, depending on the external and internal business environments they face. In this article, we outline the journey of Acer's growth and transformation from the founding of the company in 1976 to the end of 2004. Throughout this period, the Acer Group had grown tremendously and been transformed radically to adapt to the changing competitive dynamics of the global PC industry. We describe the two major transformations in strategy and organization implemented by Acer's global leadership teams to maintain and enhance the global competitiveness of Acer Inc. in a turbulent industry where many players had disappeared in the last two decades.
Based on our reflections on Acer's journey, we also highlight five key roles that global leaders play in building the sustained competitiveness of their companies. We believe that leaders must (1) develop innovative business models to leverage global resources for profitable global growth; (2) be sensitive to external environmental trends and internal bottlenecks and act on them proactively; (3) communicate persuasively with key stakeholders to gain commitment to the change; (4) reverse the negative vicious cycle of low performance into a positive virtuous cycle of growth; (5) be positive and optimistic in the midst of adversity so that opportunities for turnaround and eventual growth can be found. In industries that are fast-changing and highly competitive, we believe that it is more imperative than ever for global leaders to demonstrate such leadership roles and capabilities in order to navigate their companies through the turbulent times.
Soon Ang (Ph.D., Minnesota) is the distinguished Goh Tjoei Kok chair professor in strategy, management, and organization at the Nanyang Business School, Nanyang Technological…
Abstract
Soon Ang (Ph.D., Minnesota) is the distinguished Goh Tjoei Kok chair professor in strategy, management, and organization at the Nanyang Business School, Nanyang Technological University, Singapore. She has published in Academy of Management Journal, Information Systems Research, Journal of Applied Psychology, Journal of Organizational Behavior, Management Science, MIS Quarterly, Organization Science, Social Forces, and others. She has co-authored two books on cultural intelligence published by Stanford University Press. Her research focuses on cultural intelligence, global leadership development, foreign talent management, and outsourcing (E-mail: asang@ntu.edu.sg).
Nancy J. Adler, Laura W. Brody and Joyce S. Osland
Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in…
Abstract
Makes the case that companies intending to become globally competitive must recruit and develop the most talented people, men and women. Describes the experience of one company in developing women for global leadership positions. Shows how this initiative integrated organizational development, team and network building and individual leadership development.
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A report on a management conference with a notable history of showcasing world leading firms—the Global Peter Drucker Forum—which met in the Imperial Palace in Vienna Austria for…
Abstract
Purpose
A report on a management conference with a notable history of showcasing world leading firms—the Global Peter Drucker Forum—which met in the Imperial Palace in Vienna Austria for its eleventh annual get-together, this time on the overall theme of “the power of ecosystems.”
Design/methodology/approach
The report presents the highlights of the presentations by a number of the top leaders of the world's leading companies, all of which are experimenting with new ways of transforming management to foster innovation.
Findings
The most important things about ecosystems are their stability, their inter-operability and their ability to adapt to and accept change.
Practical implications
In a world where the life expectancy of competitive advantage was getting shorter, innovation and strategy—once very separate—are joining hands.
Originality/value
The report encourages managers at all levels to pay attention to the management experiments going on at leading firms which are adopting the ecosystem model.
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The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.
Abstract
Purpose
The purpose of this paper is to help CEOs understand the capabilities and mechanisms that they need to adopt today to build successful organizations in the future.
Design/methodology/approach
It illustrates with examples of global companies including Blockbuster, Nokia, Kodak and Sears that failed to embrace change while Google, Amazon, Apple and Facebook succeeded in reinventing. It draws a blueprint for CEOs to build organizations in the future.
Findings
It implores to plan for multiple and emerging visions of the future using a scenario approach. It concludes that CEOs must predict the future, embrace change and adopt innovative tools and techniques to lead the organizations in the future.
Practical implications
These tools and techniques can be applied by chief executives in any industry and any size of the organization.
Social implications
The social implications of this research suggest that the chief executives must adopt these tools and techniques to build the organizations of the future.
Originality/value
It explores organizational network analysis, encourages a focused differentiation strategy and emphasizes differentiated skill-focused structures. It advises integrated efforts from all stakeholders including the organization, employees, human resources and chief executives to reinvent and build organizations of the future.
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The seven papers in Part II all focus on the practice of global leadership. Compared to those in Part I, these chapters focus more on practical solutions to the problems that…
Abstract
The seven papers in Part II all focus on the practice of global leadership. Compared to those in Part I, these chapters focus more on practical solutions to the problems that leaders face than the analysis of fundamental processes, although this distinction is one of the degree. All the authors in Part I explore the practical implications of their ideas, and those in Part II contribute to the development of fundamental concepts. Thus, it is the relative emphasis on foundations versus application that distinguishes Parts I and II.