Agile Strategic Management Adjusting Strategies In A Rapidly Changing Environment
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Agile Strategic Management: Adjusting Strategies in a Rapidly Changing Environment
The term "agile strategic management" may be seen as somewhat of a buzzword, as "agile" has become prevalent in business discussions and can sometimes be overused. Like many buzzwords, "agile" can be used superficially without a true understanding of its core principles, leading to misinterpretations or ineffective implementation. Nonetheless, it truly embodies a strategic approach that emphasizes flexibility and adaptability to evolving environments, distinguishing it as more than just a fleeting trend when implemented effectively. The author underscores the significance of Agile strategic management by highlighting the necessity of being responsive to market changes, swiftly incorporating feedback, and adjusting strategies as required, which are essential in today’s dynamic business landscape. This book aims to educate its audience on fostering a flexible organizational culture, enhancing cross-functional collaboration, and promoting ongoing learning. It targets executives, managers, and researchers who are interested in incorporating agility into their strategic management practices by providing them with practical tools and processes for making decisions in real time and aligning strategic goals. Each chapter is intended to present insights that may be put into action, as well as real-world case studies and tasks that can be done by the reader. As readers begin their journey into agile strategic management, this book recognizes the challenges they may encounter, such as resistance to change, and aims to help them navigate these obstacles. The primary goal is to foster innovative value creation within a fast-paced business environment by encouraging a reassessment of traditional strategic methods and embracing the opportunities that arise from adopting an agile mindset.
Cross-Cultural Design. Applications in Business, Communication, Health, Well-being, and Inclusiveness
Author: Pei-Luen Patrick Rau
language: en
Publisher: Springer Nature
Release Date: 2022-06-16
The four-volume set LNCS 13311 - 13314 constitutes the refereed proceedings of the 14th International Conference on Cross-Cultural Design, CCD 2022, which was held as part of HCI International 2022 and took place virtually during June 26 - July 1, 2022. The papers included in the HCII-CCD volume set were organized in topical sections as follows: Part I: Cross-Cultural Interaction Design; Collaborative and Participatory Cross-Cultural Design; Cross-Cultural Differences and HCI; Aspects of Intercultural Design Part II: Cross-Cultural Learning, Training, and Education; Cross-Cultural Design in Arts and Music; Creative Industries and Cultural Heritage under a Cross-Cultural Perspective; Cross-Cultural Virtual Reality and Games Part III: Intercultural Business Communication; Intercultural Business Communication; HCI and the Global Social Change Imposed by COVID-19; Intercultural Design for Well-being and Inclusiveness Part IV: Cross-Cultural Product and Service Design; Cross-Cultural Mobility and Automotive UX Design; Design and Culture in Social Development and Digital Transformation of Cities and Urban Areas; Cross-Cultural Design in Intelligent Environments.
Reinventing Talent Management
Author: Edward E Lawler
language: en
Publisher: Berrett-Koehler Publishers
Release Date: 2017-05-15
In this book, preeminent organizational scholar Edward Lawler identifies a comprehensive and integrated set of talent management practices that fit today's rapidly evolving workplace. The world of work has changed dramatically, says Lawler. Organizations now operate in a global environment. New technologies continue to disrupt how, when, and where work is done and should be managed. The workforce is becoming more diverse. Sustainability has joined profitability as a key business goal. All of this has dramatically accelerated the pace of change, making recruiting the best talent—not simply filling positions—an overriding concern. But too many organizations still use a job-based, bureaucratic talent management approach that doesn't take into account how the world has changed. Indeed, a recent study showed that from 1995 to 2016, there was no significant change in the way HR spends its time. Lawler says that talent management has to be reinvented. It needs to be closely linked to the organization's overall strategy. Recruitment and talent management should be driven by the skills and competencies the organization needs for long-term growth. This means talent management requires agile systems that can respond quickly to changing conditions and that take a more individualized approach to evaluating and rewarding performance. And everything talent management does has to be based on evidence, not tradition. Lawler looks at attracting, selecting, developing, rewarding, managing, and organizing talent through this new lens. In today's world, organizations have to constantly reinvent themselves—and talent management must do the same.