An unstoppable business revolution is under way, and it is Agile. Sparking dramatic improvements in quality, innovation, and speed-to-market, the Agile movement has helped companies learn to connect everyone and everything…all the time. With rapidly evolving consumer needs and technology that is being updated quicker than ever before, businesses are recognizing how essential it is to adapt quickly. The Agile movement enables a team, unit, or enterprise to nimbly acclimate and upgrade products and services to meet these constantly changing needs. Filled with examples from every sector, The Age of Agile helps you: Master the three laws of Agile Management (team, customer, network) Embrace the new mindset Overcome constraints Employ meaningful metrics Make the entire organization Agile Companies don’t need to be born Agile. With the groundbreaking formulas laid out in The Age of Agile, even global giants can learn to act entrepreneurially. Your company’s future may depend on it!

Technology and customer needs are changing rapidly in today's business world. Is your company adapting? Is it succeeding? Is it . . . Agile?

"The Age of Agility: Building Learning Agile Leaders and Organizations focuses on learning agility, one of the most important trends in the business world during the past decade. Some surveys have found it was the most frequently used criterion to measure leadership potential. Despite this popularity there are fundamental questions that need to be answered such as (a) What specifically is learning agility? (b) How many facets or dimensions does it have? (c) How do we measure it? and (d) Can it be developed? It appears that much of what is known about the construct of learning agility has been gleaned from its application by practitioners. While this knowledge is an extremely useful place to begin, there is an urgent need to undergird this understanding with science. The purpose of this edited book is to systematically examine the construct through a more scholarly lens. Over 50 authors - both academic researchers and talent management practitioners - have contributed to the contents. The goal is to enhance knowledge of learning agility, distilling and synthesizing scientific evidence with best practices"--

In an increasingly complex context of global pandemic, economic uncertainty, increased racial inequities, and a climate crisis, this practical guide for school leaders explores how capacity as learning at the individual, team, and organizational level can help schools become more agile and adaptive. Author James A. Bailey unpacks a new model of capacity building that combines learning process, leadership mindsets, and skills to enhance learning. This research-based book includes a "Diagnostic for School Learning Capacity" and "Team Considerations" to help school leaders and their teams launch further discussions and advance learning in their contexts. The tools in this timely book are designed to help school leaders handle the increasing volatile, uncertain, complex, and ambiguous world in which schools now exist.

The Flow System is a holistic FLOW based approach to delivering Customer 1st Value. It is built on a foundation of the Toyota Production System (TPS/LEAN) and the new Triple Helix of Flow creating the DNA of Organizations. The Flow System enables business growth through eliminating non-value-added activities, fostering an environment for innovation, enabling the rapid delivery of value, and shortening the time to market. The Flow System provides a re-imagined system for organizations to understand complex problems, embrace distributed leadership, and build high performing teams. The Triple Helix of Flow relates to the interconnected nature of the three helixes: Complexity Thinking Helix - A new form of thinking to aid the understanding of uncertainty and complex adaptive systems. Distributed Leadership Helix - An emergent hybrid leadership model that is capable of making bold and disruptive moves across an industry. Team Science Helix - A multidisciplinary field that studies all things related to teams and small groups in the workplace. The Triple Helix identified the interactions between and among agents (people, machines, events...) that emerge into new patterns, networks, and knowledge to advance an organization's ability to be more innovative, adaptive, resilient, and agile when operating in complex environments. Endorsements: "The Flow System shows how to generate and nurture self-organizing teams that mobilize the full talents of those doing the work to cope with dizzying change and complexity, while also drawing on the contributions of those for whom the work is being done-the customers."-Steve Denning, author of The Age of Agile "Organizations that pull off this triple helix trick of thinking about the complexity of their systems and the environment in which they're operating, distributed leadership to engage the collective intelligence and creativity of the organization, and building teams of teams so the whole is greater than the sum of the parts, have a good chance of keeping up and staying ahead."-Steve Spear, MIT Sloan School senior lecturer, author of The High-Velocity Edge "The Flow System's Triple Helix provides many of the tools and ways of thinking we will need to do that; it is agile without being doctrinaire about Agile."- David Snowden, creator of the Cynefin Framework, Chief Scientific Officer of Cognitive Edge.

This business parable reviews two different systems development projects. One project was an abject, expensive failure, while the other succeeded in creating a major new revenue stream, bringing in new customers. By reviewing the tales of these two systems, readers will develop a better understanding of what works and what doesn‘t when it comes to