| Pub. Date | : March 2022 |
|---|---|
| Product Name | : Effective Executive |
| Product Type | : Coaching and Mentoring |
| Product Code | : EECM02032022 |
| Author Name | :Michael Walton |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 06 |
This paper examines the extent to which the 'Agile' project management methodology can be considered as a 'management fad'. Whilst this methodology has several characteristics reflective of a management fad, the intensity and rigor of the approach offers more durable and far-reaching implications than could be expected from that of a 'passing fad'. The potential for facilitating profound organizational change is significant, with implications both for executive behavior and the evolution of an organization's operational structure. The mindset expected from an 'Agile Executive' in particular places puts a strong emphasis on cross-functional, open-minded and collaborative working. Such behavioral expectations, combined with an ethical responsibility for identifying and resolving project-management as well as workplace issues, place considerable demands on the professionalism and experience of agile executives. The strong customer-centric focus emphasizes innovation, urgency, transparency, integrity, and commitment to excellence, which sets it apart from many other business-wide initiatives and 'management fads' of recent decades.
The pressure on organizational leaders to
succeed continues unabated either from
shareholders, money markets, competitor
activity, or consumers as well as from external
regulatory authorities. Within the public
sector, providing services that offer good Value
for Money (VFM) remains a constant cry.
Corporate Social Responsibility (CSR) is yet
another course of pressure to add to the
collective chorus pressurizing leaders to do
more, do better, and work in ethically
acceptable ways when deploying the resources
under their control. More generally, concerns
with protecting and promoting employee wellbeing represents yet another core responsibility
for business leaders to meet.
One of the consequences of such collective
demands to succeed is a willingness-perhaps
a susceptibility even-for business leaders
to grasp wholeheartedly, and with both hands,
any promising new approaches to
organizational leadership and business
management which purport to offer enhanced
business 'success' in a socially responsible
and acceptable manner.
Perhaps in response to such pressures,
business leaders can fall prey to the slick