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Performance Management for Agile Organizations: Overthrowing The Eight Management Myths That Hold Bu

I The Agile Enterprise Profit Measures the Past—Agility Predicts the Future The End Justifies the Means We Are Not Operating in a Vacuum Paint by Numbers The Political Organization One Size Doesn't Fit All The Top 10 Key Points ...Notes The Characteristics of Agility Characteristic # 1—The Innovation Mindset Characteristic # 2—Seeking Out Improvement Opportunities Characteristic # 3—Empowerment and Enablement Characteristic # 4—Decentralization of Power Characteristic # 5—A Tolerance for Ambiguity Characteristic # 6—Vision and Focus Characteristic # 7—Commitment to the Strategic Direction Characteristic # 8—Leading the Way Characteristic # 9—Managing Change Characteristic # 10—Effective Communication Characteristic # 11—Building Teams Characteristic # 12—Market Responsiveness Characteristic # 13—Maximizing Efficiency and Effectiveness Characteristic # 14—Structural Fluidity Characteristic # 15—Development of a Learning Organization The Top 10 Key Points ...Notes Seven Dimensions of Agile Performance Innovation Speed Processing Speed Recovery Speed Continuous Improvement Customer Responsiveness Problem-solving Changing Direction The Top 10 Key Points ...Notes II Myths Blocking Agile Performance Management Myth # 1—Job Specification Improves Performance Job Design and Scientific Management Flexible Deployment Skills Matrix The Top 10 Key Points ...Notes Management Myth # 2—Quality Systems and Processes Guarantee Good Outcomes The Origins of QA The Shortcomings of QA Getting the Balance Right The Customer-Focused Enterprise The Top 10 Key Points ...Notes Management Myth # 3—The Job Description Helps the Employee Understand Their Organizational Role Recruitment and Selection Induction Training and Development Remuneration Succession Planning and Promotion Performance Review Non-Job Performance Framework Interpersonal Non-job Roles Personal Non-Job Roles The Top 10 Key Points ...Notes Management Myth # 4—A Business is Best Organized around Functions Functional Model Matrix Model Product Model Functional structure Geographic divisions Product-based divisions Customer-Centric Model The Top 10 Key Points ...Notes Management Myth # 5—A Satisfied Employee is a Productive Employee Human Spirit and Work Autonomy Mastery Purpose The Top 10 Key Points ...Notes Management Myth # 6—A Loyal Employee is an Asset to the Business The Desire to Stay The Cost of Leaving The Feeling of Obligation Aligning Career Growth with Company Goals Design Work with Variety and Autonomy A Focus on Relationships Matching Individual and Organizational Values Work-Life Balance The Top 10 Key Points ...Notes Management Myth # 7—A Technically Superior Workforce is a Pathway to a High-Performing Business Job-centered Person-centered Problem-centered A Multi-Dimensional Approach The Top 10 Key Points ...Notes Management Myth # 8—Employees Can't Be Trusted with Sensitive Information Initiative Paradox Goal Alignment Boundary Refinement Sharing Information Active Accountability The 10 Key Points ...Notes III The Right Culture for Agile Performance A New Psychological Contract for Managing Agile Performance The Traditional Psychological Contract Flexible Deployment Customer-Focus Performance-Focus Project-Based Work Human Spirit and Work Commitment Learning and Development Open Information The Top 10 Key Points ...Notes

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