Adaptability is a trait successful companies consider crucial. That being said, the question remains as to how the necessary agility is ascertained. Kai Anderson and Jane Uhlig interviewed more than 30 top managers whose companies had either successfully completed significant transformations, or were still going through the process.
Armed with the insights gained, the authors now shed light on impressive examples such as the futuristic courses set by Mathias Döpfner and Rupert Stadler for the likes of Axel Springer and AUDI.
They tackle issues such as: how does one keep a company flexible, why even the world’s leading brands have to change, how strategies are to be successfully implemented and what role HR can play.
Combining the knowledge gained through the interviews with the project experience accumulated with Promerit, Kai Anderson developed a model of an agile organisation that embraces adaptability on all levels, deals with constant insecurities and conquers the future. Both management and company culture are thrown into the spotlight as the linchpin factor of agility is dealt with. The challenge of digitalisation and its impact on our modern working environment are illustrated – and the qualification of its players as prerequisite for adaptability demonstrated. By doing so, the book imparts universal success concepts as well as a myriad of suggestions and stimulus.
In summary: without passion there can be no change and without change there can be no future. Agility must be the central trait of an organisation and the people it is made up of. It must become the core of the company’s culture and the goal of its development.
The book: ‘The agile company – how organisations redefine themselves with lots of real world examples from renowned top managers’ hit stands in November 2015 (campus Verlag)