Our interconnected world economy behaves like a huge stock market, and the volatility that comes with this makes the traditional business focus on efficiency less effective because it requires a level of predictability that no longer exists. In our high change, real-time economy responsiveness trumps efficiency. The profits from responsiveness are the basis for sustainable prosperity in this century.
Agile and responsive organizations are structured as networks of autonomous business units that harness the power of three self-adjusting feedback loops to respond appropriately as conditions change and new opportunities arise.
- Learn the three feedback loops that drive an agile enterprise and how they work together to deliver responsiveness and generate profits.
- See strategies for innovative use of people, process and technology to power operations in an agile enterprise.
- Apply field-tested and pragmatic techniques illustrated by case study examples from the author’s own experience to promote agility in your organization.
Download chapter 1, “Responsiveness Trumps Efficiency” for more information about this book, scheduled to be released in February 2009.
Publisher: John Wiley & Sons.
