Differences in the perception and their effects on the implementation of organizational agility
(2021)
This thesis paper investigates the differences in organizational agility implementation and links practical approaches to complex theory. Several agile transformations have been studied to provide an overview of the common guidelines that foster agile working. In alignment with the ambivalence of agility, the results show that a symbiotic mixture of bottom- up and top-down features in the application is required. Especially in traditional organizations, where hierarchical structures prevail, the practical implementation requires the approval of managers and the active involvement of employees to be successful. Additionally, companies cannot apply a uniform approach to achieving agile but must alter practices to fit their specific needs. Consequently, this paper can be particularly beneficial to companies attempting an agile change.
Many articles claim that the structure of a self-organizing team achieves the highest level of agility. Therefore, this paper examines the assumption about the agility of self-organizing teams. This is done through a qualitative secondary research which answers the following questions:
1. What are the required attributes for a workforce to be agile?
2. What are the characteristics and attributes of self-organizing teams?
3. Do self-organizing teams fulfill the requirements of an agile workforce? If yes, how?
Through literature reviews the requirements that make a workforce agile and the characteristics of self-organizing teams are observed. It is considered that if the characteristics (which makes up the structure) of self-organizing teams fulfill the requirements of an agile workforce, this claim is then believed to be valid.
The results of such an examination shows that an agile workforce needs to be empowered, capable and competent, adaptive and flexible, team oriented, cooperative and collaborative and continuously given feedback and trained. Similarly, the observed characteristics of self-organizing teams describe them to be autonomous, communicative and collaborative, redundant and reconfigurable, cross-functional, team oriented and capable of learning.
Through an analysis of the findings, it is confirmed that self-organizing teams fulfill the basic requirements of an agile workforce. Therefore, self-organizing teams are considered to be agile. Finally, companies that seek agility are advised to adopt the structure of self-organizing teams.
The end of performance appraisal: a practitioners' guide to alternatives in agile organisations
(2017)
Fast and flexible – today's two most desired traits within the business environment. The quickly rising technological advancement makes it difficult for organizations to keep up with their productivity. Owing to the digitalization, organizations have to rethink their structures and processes to be able to adjust to the constantly changing environment and ultimately continue to stay a successful force. A “one-size-fits-all” solution does not exist, which makes the initiatives time-consuming and difficult.
Since digitalization comes with major challenges that have to be tackled to decrease the gap in potential business productivity, the first objective of this paper is to identify relevant action points for organizations, together with the examination of the best practice of agility and its structural and cultural traits.
Further, this work aims to comprehend the structural and cultural traits of the case of [company name]. This is approached by a mixed method empirical analysis. First, by qualitative in-depth interviews with the first and second level managers based on the preceding theoretical framework of Spiral Dynamics and a concept of organizational culture analysis. Second, by a quantitative online survey with the remaining workforce based on the model of Competing Values Framework, assessing not only the current but also the by the workforce desired structural and cultural traits.
The model of Spiral Dynamics defines differing predominant core value systems of mankind, whereas challenges that cannot be accomplished with current behaviors initiate the evolution to another core value system – just like digitalization does with the case of [company name]. The Competing Values Framework is a scientifically justified concept to analyze organizational culture.
The last objective of this paper is to develop a set of tailored recommendations towards agile work approaches for the case of [company name] based on the preceding analysis and the theoretical framework of a scientifically justified change management process.
The conducted research reveals that the organization’s culture mainly shows traits of a traditional organization, with top-down decision-making and task assignments, selective transparency, silo-communication and a lack of interdisciplinary collaboration, which results in the predominant core value system of Success. Additionally, the analysis of the desired traits reveals a congruency with agile organizational traits, or in other words, the predominant value system of Synergy. With respect to the results, the study makes seven recommendations, incorporating the theory of a successful change initiative. Together with specified action examples, the way towards the desired predominant value system is paved.
Changes are constantly accelerating. A major issue that companies are dealing with is how to communicate those changes in a way that is efficient and effective and therefore successful. Traditional models such as the ones by Lewin, Bridges or Kotter are reaching their limits due to the orientation on fixed vision, goals and processes. The time has come to change the way change is managed. New organizational structures are therefore required. An example of a new model to deal with the speed of change is agile management. Agility provides a platform for better communication, including the quantity and quality aspect. IMS Gear, an automotive supplier located in South Germany, is currently in the stage of a transition. Agile mindsets are anchored in their vision and strategy, yet the implementation of agile frameworks is still improvable. The PEP project is a first step into the direction of ensuring the future of the company despite all external and internal changes. Therefore, based on a model by Audi AG consultant Gergs, improvement approaches are developed.
In recent years, the topics of new work and agile practices have received growing at-tention. The concept and mindset Working Out Loud are embedded in this field. It is described by five practices and attitudes being visible work, relationships, leading with generosity, purposeful discovery, and having a growth mindset.
The present study attempts to evaluate whether it holds that this concept is predomi-nantly adopted by employees in hierarchical companies. The underlying assumption is that employees in hierarchical settings are deprived of a sense of self-efficacy which they gain by applying Working Out Loud. The results and conclusions are based on a combination of the findings of existing academic literature and the outcomes of con-ducted interviews with Working Out Loud promoters. As the concept Working Out Loud is not yet scientifically proven, the interviews are particularly important to draw relevant conclusions. For this purpose, employees were asked questions aiming at de-fining the present organizational structure in their companies and the underlying rea-sons for them engaging in Working Out Loud practices.
The conducted interviews and analyses yielded the result that employees tend to adopt Working Out Loud practices due to an underlying missing sense of self-efficacy, among other reasons. It could be shown that although not previously selected, the in-terview sample of Working Out Loud promoters appeared to be predominantly posi-tioned in hierarchical structures. Whether this proves the hypothesis right or whether the benefit and visible change in a hierarchical context is higher than in an agile one, needs to be further analyzed in future research.