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Part One - Agility,
Response Ability, and Culture
Chapter 1: Putting Agility in its Place
Basic Concepts
Agility Does Not Come in a Can
Key Concepts and Terms
Getting a Handle on the Issues
Knowledge Is What Fuels Change
Organizing for Change and Complexity
The Handles of Understanding and Action
You Are What You Eat
Moving On
Notes
Chapter 2: Change-Enabling Structure and Culture
Adaptable Structure
Adaptable Products
Adaptable Processes
Adaptable Practices
RRS Structure
adaptable Culture
Remmele Engineering – Engineered for Response
Ability
Structure and Culture in Perspective
Notes
Part Two - Change
Proficiency: The Language of Agile Enterprise
Chapter 3: Frameworks for Change Proficiency
Change Proficiency in Perspective
Measuring Change Proficiency
Quality of Change
Categorizing Change in a Framework
Proactive Dynamics
Reactive Dynamics
The Language of Change Proficiency
Notes
Chapter 4: Response Situation Analysis
The Problem with Problems
Establishing Response-Able Design Requirements
–
Four Diverse Examples
Methodology – Defining Problems and Opportunities
with Response Situation Analysis
Final Notes on the Analysis Process
Conclusion
Part Three - Adaptable
Structure: The Enabler of Agile Enterprise
Chapter 5: Enabling Response Ability
Control in Response-Able Systems
Response-Able Structure
General Principles of Response-Able Systems
Conclusion
Notes
Chapter 6: Response-Able Enterprise Systems
Who's in charge?
Examples of Response-Able Enterprise Systems
Case Stories as Models
Conclusion
Notes
Chapter 7: Systematic Design of Response-Able Systems
Systematic Design
A Preliminary Framework/Component Architecture
Conclusion
Notes
Chapter 8: Intuitive Design of Response-Able Systems
Intuitive Design
Defining the Problem
Encapsulated Implementation
Unique IT Approach Provides Unique Competitive
Advantages
Systems Integrity Management
Conclusion
Notes
Part Four - Knowledge
and Culture: The Way of the Agile Enterprise
Chapter 9: Waking Up the Enterprise
Change Proficiency Maturity Profiles
An Introduction to the Reference Model
Twenty-Four Critical Business Practices –
The Reference Model Armature
The Maturity Model
Examples
How and Why to Use Maturity Modeling
Deliverables
Objectives and Teams
Methodology and Technique
A Sheep in Wolf's Clothing – Putting a Hard
Edge on Soft Science
Notes
Chapter 10: Becoming and Managing the Response-Able
Enterprise
A Perspective on Knowledge Management
Learning
Organizational Learning
On the Power and Nature of Insight
Local Metaphors – Knowledge Packaged for Diffusion
Realsearch – One Method for
Building the Response-Able Enterprise
Knowledge Portfolio Management – One Method
for
Managing the Response-Able Enterprise
Conclusion
Notes
References
Index |