Developing Agile Organizations: Theory and Interventions

Citation

Woodcock, M. and Francis, D. (2001), "Developing Agile Organizations: Theory and Interventions", Leadership & Organization Development Journal, Vol. 22 No. 2, pp. 88-92. https://doi.org/10.1108/lodj.2001.22.2.88.7

If, like me, you are not entirely sure what an “agile” organization is, nor less whether you ought to invest £195 to develop one, then this pack is probably for you. Agility, say the authors is simply about flexibility, a concept which every manager today must be familiar with. What is needed today is the multicapability organization with flexibility built into its facilities, equipment, systems, people and organizations. This pack helps develop those management skills needed for this agile organization. These skills, say Woodcock and Francis, can be classified into seven areas as follows:

1. 1.

   1 perceptive decisiveness;

2. 2.

   2 two‐brained problem‐solving;

3. 3.

   3 multiple teaming;

4. 4.

   4 change leading;

5. 5.

   5 partnering;

6. 6.

   6 intrapeneuring; and

7. 7.

   7 dynamic learning and unlearning.

Part I of the pack develops the theory across 15 pages, while Part II is devoted to the development of the seven agile skills. A total of 35 activities are outlined across the 300 or so pages and each is designed to be completed within the ringbound pages. While the activities do include some old classics (such as theory X v. theory Y management style) most are innovative and exciting. For an organization that has to be ahead of the game, this toolkit is likely to be a very good investment.