Performance Management for Agile Organizations

Baker takes on eight dysfunctional people management practices originating from the scientific management and offers practical solutions for changing these practices and increasing organizational agility.

Agile is the new black. Every business now has to be adaptive, nimble and ready to pivot - managers have to be comfortable with ambiguity and constantly ready for change. And yet.

While agility is regarded as essential for competitive advantage, most organizations are still unthinkingly applying people management practices, rooted in Frederick Taylor's scientific management philosophy of the early 20th century, designed to ensure consistency and efficiency on production lines but which actively prevent the sort of creativity and flexibility needed in the modern workplace.

Through case studies and examples Baker demonstrates how the right workplace culture for promoting and applying agile decision-making consists of eight values shared by employer and employee - values that are polar opposite of the values and assumptions of traditional management styles. A new psychological contract that enables the collaborative working relationship necessary for agility to flourish.