Enterprise Agility: A Balancing Act - A Local Government Case Study

Barroca, Leonor; Sharp, Helen; Dingsøyr, Torgeir; Gregory, Peggy; Taylor, Katie; AlQaisi, Raid

doi:10.1007/978-3-030-19034-7_13

Cited by 3 publications

(1 citation statement)

References 17 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Аналіз останніх досліджень і публікацій. У публікаціях закордонних дослідників, зокрема, у роботах (Car-Pušić, Marović, & Bulatović, 2019), (Soe, & Drechsler, 2017), (Mergel,2018), (Mergel,Whitford&Ganapati, 2020), (Barroca, Sharp, Dingsøyr, Gregory, Taylor, & Alqaisi, 2019) Ключовурольурозвиткупідходівпов'язанихзякістюізадоволеністюклієнтавіді-гралакомпаніяToyota.Початковийпринцип «Клієнт перш за все» був вперше запропонований в 1946 році першим президентом Toyota Motor Sales Japan Шотаро Камия . Це принцип врахування потребібажаньклієнтапривизначеннінапрямкуістратегіїорганізації.Простішекажучи,вінзабезпечуєнайвищуякістьвнайкоротшітерміниіпримінімальнихвитратах.…”

Section: Public Of Administration Under the President Of Ukraineunclassified

Agile and Lean approaches: possibilities of application in local self-government bodies of Ukraine

Bortnik

2020

PAA

View full text Add to dashboard Cite

The article considers the concepts and history of Agile and Lean, the possibility of application in local self-government in Ukraine, analysis of the experience of local government in other countries. The aim of the article is to find ways to learn the best experience to improve the work of local self-government in Ukraine.Foreign publications related to the possibility of implementing the Agile methodology in the field of public administration and local self-government are analyzed. Examples of interaction and mutual influence of Agile and Lean are given. Demonstrates how references in international ISO standards to the above-mentioned methodologies, values and ways of thinking are used. ISO standards for management systems are universal and can be applied by both private and public sector organizations. One of the main ideas behind the standards is continuous improvement based on the PDCA cycle, and organizations that have implemented management systems such as ISO 9001 can use international best practices, tools and techniques to improve efficiency and effectiveness, satisfaction of customers and other interested parties and reduce unwanted losses. Such methods are those which are considered in this article. Historically, most management practices have emerged in the private sector, driven by a competitive environment. And then adapts to public administration and local government. In Ukraine, the process of decentralization of local self-government is gaining momentum. Sustainable development of local self-government is the basis for ensuring the comfort and quality of life of the local communities. In a rapidly changing environment, there is a need to find new management approaches. It is proposed to conduct short-term pilot projects to test the Agile method in local governments. It is advisable to include consideration of the methods specified in the article in training and retraining of employees. Continuous improvement requires, first of all, a change in organizational culture and awareness and involvement of staff for the most effective implementation of world best practices.

show abstract

Section: Public Of Administration Under the President Of Ukraineunclassified

Agile and Lean approaches: possibilities of application in local self-government bodies of Ukraine

Bortnik

2020

PAA

View full text Add to dashboard Cite

show abstract

Tensions in Organizations Transforming to Agility

Strode

Sharp

Barroca

et al. 2022

IEEE Trans. Eng. Manage.

Self Cite

View full text Add to dashboard Cite

This research investigates agile transformation using empirical case studies of three publiclyfunded organisations. Our findings focus on tensions that arise during organisational transformations and are based on authentic accounts and concrete experiences. Practical insights for those leading agile transformations that emerge from this work are:  A transformation to organisational agility may start from a range of different foci, including culture change, strategy change and operational change. Our accounts provide insights into the complexity and variable nature of organisation-wide transformations. Quoting one Head of Transformation: "I thought we'd embarked on achieving a destination, but actually what we embarked on was a really long journey" Multiple tensions of different types will arise throughout the transformation. We identified 13 tensions from the three case studies. This is not an exhaustive list, but it illustrates the kinds of tension organisations face in agile transformations. We show that viewing tensions through the lens of paradox theory supports transformation leaders and managers to elucidate the tensions their organisations face. We provide specific questions for leaders and managers to ask before and during transformation, to help navigate tensions that can occur in transforming to agility.

show abstract