The following whitepapers present the practical findings of our research to highlight why unique agile management design offers huge step-changes for the long-term success of businesses.

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Management Design

A three-step end to end process

January 2018  |  Lukas Michel, Agility Insights AG

This article offers primary research insights and key sources for Management Design and lists examples of the outcomes of our 3-step methodology -turning management into a competitive advantage in a dynamic context. 

In our book MANAGEMENT DESIGN, we have outlined practical steps with examples on how to design and develop management as a competitive advantage. This paper offers the research background and reasoning behind the three-step methodology with capability monitoring, visual thinking, and large group facilitation as its key elements. Management design is a capability that is too costly to own. Agility Insights offers the tools and expertise for brief and powerful interventions. Various business cases illustrate how management design has been applied in different organizations.

Why Management Needs Design

A sustainable source of competitive advantage

Mai 2017  |  Lukas Michel, Agility Insights AG

This article offers the key sources relevant management research and offers our insights and argument why management needs design.

In the past years, the operating environment of most businesses has fundamentally changed. Agile and fast responses are required. Digital based knowledge work facilitates the change. Both, agile and digital are trends to stay. Yet, many organizations continue to operate as if nothing had changed. While many chief executives recognize the need to adapt to the new context, they face failing change projects, inflexible management practices and resistant leadership teams. Agility Insights research clearly shows that firms with the right design of management are better equipped to address the challenges of the new context.

Context and Management

How context and situation determine the design of management

Mai 2017  |  Lukas Michel, Agility Insights AG

This article characterizes five operations modes and illustrates how typical industries operate within the given context. It offers specific visual thinking aids to review and refine the design of management. 

In today’s dynamic market context, management needs to fit the specific context and situation to qualify as a competitive advantage. Differences among firms come from capability bundles that make up specific operational modes. The choice of the right capabilities is a difficult one to make. Five distinct operations modes illustrate how firms design management as a distinct capability and competitive advantage.

Dynamic Management Capabilities

A framework for the design of management as an organizational capability

Mai 2017  |  Lukas Michel, Agility Insights AG

This article offers an introduction and literature overview on dynamic capabilities and links the framework to management design!

In the past years, the context for management has significantly changed. Higher volatility, uncertainty, complexity and ambiguities require managerial capabilities that can cope with the new context. Dynamic capabilities offer a framework to think about management as a competitive advantage.

Measuring Management

Motivations, concerns, and a way forward

Mai 2017  |  Lukas Michel, Agility Insights AG

Measuring management sounds like an outrageous, likely unserious attempt for those that are deeply involved in creating better management.

I thought so too until I found a way that elevates measurement to providing data for the design, the development and implementation of management at turning points of organizations.

By looking at management as a competitive advantage, diagnostic data offers insights on the VRIN (and VRIO) criteria – the means to understand whether management gets work done, creates value, is specific, is hard to copy, limits short-cuts, and is deeply embedded in culture.

Six visual thinking aids and practical examples demonstrate, how leaders can use diagnostic information to design and develop management as a competitive advantage.

Return on Management

A design for high managerial effectiveness

December 2015  |  Lukas Michel, Agility Insights AG

In a global economy where leaders are preoccupied by measuring the return on their investment, this article seeks to measure the ‘return on management’ - the amount of productive energy generated from every member of staff.

Time, attention and energy are scarce resources for any human being and in order to achieve a high return on management, it is wise to carefully invest and focus - but too many leaders and employees struggle with this.

A high return on management requires an operating environment with a deliberate design, a vibrant culture, interactive leadership and supportive systems in order to enable fast decisions, actions with impact and adequate behaviors.

This groundbreaking article draws on years of research to demonstrate how a high return on management, paired with a high organizational ability to act will mean talent is effectively used and organizations will deliver superior results.

Why Design Matters

Business Results

October 2015  |  Lukas Michel, Agility Insights AG

Most companies use just 67% of the readily available creativity, knowledge and skills of their talent. Simply implementing HR-driven employee engagement activities is no longer sufficient – but most companies have yet to take advantage of the benefits of developing lasting dynamic capabilities to compete in an ever-changing environment.

Game-changing research from Agility Insights unveils the shared characteristics of the organizations have future-proofed themselves, by developing dynamic competencies which will allow them to adapt to change in the economic environment and capture opportunities more readily as they arise; they have simultaneously created a workplace that is attractive to the best talent.

Agile Management

In dymanic times, organizations need an agile design

June 2015  |  Lukas Michel, Agility Insights AG

Companies have left stable industrial era in favor of a new, creative economy. This environment calls for an equally progressive shift in the role of management in order to attract, retain, engage and empower the valuable talent in almost every organization. However this requires something significantly more strategic than a quick fix.

The future of successful business requires enabling managers with dynamic capabilities, which combine with the ability to flex.

The revolutionary  - yet straight forward -  concept of ‘Dynamic Capabilities’ can be defined as the sensing, decision-making and implementation capacity in organizations: it is a perfect balance of speed and control; agility and stability; plus resilience and disruption.

The Performance Triangle

Agile management for a dynamic era

March 2015  |  Lukas Michel, Agility Insights AG

For years, business experts and leaders have stated that traditional management requires a fundamental rethink. But leaders continuously fail in their ambition to translate this knowledge into action. The nature of work has transformed in the past 20 years. Knowledge has become the dominant way to work; with technology providing access to information in ways that was unthinkable years ago.

By combining speed, agility, and resilience into dynamic capabilities; organizations are able to use the knowledge in their network and simultaneously create the required capabilities to cope with the challenges of a volatile, uncertain, complex and ambiguous environment.




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