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Agility: the new response to dynamic change

Dave Ulrich (Ross School of Business, University of Michigan, Ann Arbor, Michigan, USA)
Arthur Yeung (Tencent, Shenzhen, China)

Strategic HR Review

ISSN: 1475-4398

Article publication date: 21 August 2019

Issue publication date: 21 August 2019

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.

Keywords

Acknowledgements

They are the authors of Reinventing the Organization: How Companies Can Deliver Radically Greater Value in Fast-Changing Markets (Harvard Business Review Press; September 2019).

Citation

Ulrich, D. and Yeung, A. (2019), "Agility: the new response to dynamic change", Strategic HR Review, Vol. 18 No. 4, pp. 161-167. https://doi.org/10.1108/SHR-04-2019-0032

Publisher

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Emerald Publishing Limited

Copyright © 2019, Dave Ulrich and Arthur Yeung