Understanding the three laws of Agile

2016 ◽  
Vol 44 (6) ◽  
pp. 3-8 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Business Strategy ◽  
Business Leaders ◽  
Content Type ◽  
Software Products ◽  
Interactive Network ◽  
Continuous Feedback ◽  
The Law ◽  
General Business ◽  
Functional Teams ◽  
Small Team

Purpose With Agile’s success in accelerating software products and services that customers valued and with the increasing importance of software in general business strategy, business leaders are increasingly turning to Agile for every aspect of their operations. Design/methodology/approach There are more than 70 different Agile practices. The author advises traditional managers on how to make sense of such a bewildering assortment of ideas. Findings His research found thatrganizations that have embraced Agile practice three core principles–The Law of the Small Team; The Law of the Customer; The Law of the Network. Practical implications The first and almost universal characteristic of Agile organizations is that practitioners share a mindset that work should be done in small autonomous cross-functional teams working in short cycles on relatively small tasks that deliver value to customers and getting continuous feedback from the ultimate customers or end users. Originality/value As a network, the organization becomes a growing, learning, adapting organism that is in constant flux to exploit new opportunities and add new value for customers. The future of Agile is ultimately about implementing the third principle: the whole organization operating as an interactive network. In the rapidly evolving “Connected Economy” the power of the network is increasing geometrically.

Lord John Browne: beyond CSR – why business needs to engage more radically with society

2016 ◽  
Vol 44 (4) ◽  
pp. 32-40
Author(s):  
Brian Leavy
Keyword(s):  
Social Responsibility ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Chief Executive ◽  
Business Leaders ◽  
Lead Author ◽  
British Petroleum ◽  
Content Type ◽  
Core Business ◽  
Corporate Social

Purpose This interview with petroleum executive John Browne, lead author of Connect: How Companies Succeed by Engaging Radically with Society, discusses sustainability practices that could be more successful than those of the Corporate Social Responsibility (CSR) movement. Design/methodology/approach Lord Browne, a British peer, was CEO of BP (British Petroleum) from 1995 to 2007 and is currently executive chairman of L1 Energy, He was interviewed by Prof. Brian Leavy, an S&L contributing editor Findings Connected leadership means integrating societal and environmental considerations into core business strategy at every level of the company. Practical implications The key lesson for business leaders in the wake of …accidents and scandals is that reputation is an outcome of your core business activity, not something constructed alongside it. Social implications Shareholder value, as a theory, presents a false tension between serving stakeholders and shareholders. Originality/value Browne was the first Big Oil chief executive to acknowledge the link between man-made carbon emissions and global warming. His insights into integrating social responsibility and corporate strategy are cutting edge.

Mapping technology roadblocks and opportunities in the transportation revolution

2019 ◽  
Vol 47 (4) ◽  
pp. 43-46 ◽  
Author(s):  
Amy Blitz ◽  
Khurram Kazi
Keyword(s):  
Business Strategy ◽  
Technology Development ◽  
Business Leaders ◽  
Labor Costs ◽  
Content Type ◽  
Electric Cars ◽  
Intelligent Machines ◽  
Critical Technology ◽  
Smart Charging ◽  
Mapping Technology

Purpose This paper aims to set out a vision of the advent of autonomous electric vehicles (AEV), piloted by artificial intelligence and serviced by other “intelligent” machines, a scenario that poses vast implications for business strategy in many industries. Design/methodology/approach Given the speed with which business leaders today must assess and react to the business risks and opportunities engendered by breakthrough technological change, their plans to navigate an autonomous electric vehicle-based transportation future can benefit from a scenario map to the roadblocks and the richest prospects. Findings Self-driving electric cars and trucks, which are expected to transform the transportation landscape over the next decade. A smart charging grid is a critical technology development. Practical implications Business opportunities to transform ground transport in areas such as operations and supply chain management are significant as well, particularly with unsupervised AEVs, which could slash labor costs and transport times. Social implications AEVs are expected to free up more than 30 billion hours per year in the U.S. alone currently spent driving, sitting in traffic or searching for a parking space. Originality/value Offers a look at the technology evolution needed for the AEV transportation revolution.

The relationship between MNCs’ strategies and executive staffing

2017 ◽  
Vol 25 (2) ◽  
pp. 233-250 ◽  
Author(s):  
Sangeetha Lakshman ◽  
C. Lakshman ◽  
Christophe Estay
Keyword(s):  
International Business ◽  
Business Strategy ◽  
Global Strategy ◽  
Business Strategies ◽  
Future Research ◽  
Research Approach ◽  
Global Integration ◽  
Content Type ◽  
Managerial Implications ◽  
The Relationship

Purpose The purpose of this paper is to examine the relationship of business strategies with executive staffing of multinational companies (MNCs). Design/methodology/approach Based on in-depth interviews conducted with top executives of 22 MNCs’, the authors identify important connections between international business strategies and staffing orientation. The authors used the qualitative research approach of building theory from interviews; thus, creating theoretical propositions from empirical evidence. Findings The authors find that when the pressure for global integration is high, MNCs use more parent-country national (PCNs) (ethnocentric staffing) as against the use of host-country managers (HCNs) (polycentric staffing) when this pressure is low. Additionally, MNCs using a global strategy are more likely to use an ethnocentric staffing approach, those using a multi-domestic strategy use a polycentric approach and firms using transnational strategy adopt a mix of ethnocentric and polycentric approaches. Research limitations/implications Although the authors derive theoretical patterns based on rich qualitative data, their sample is relatively small and comprises mostly of French MNCs. Generalizability to a broader context is limited. However, the authors’ findings have critical implications for future research. Practical implications The authors’ findings provide critical managerial implications for MNCs in matching their HR strategies with business strategies. These are important for effective strategy implementation. Originality/value Although MNC staffing orientations have been studied for a long time, their relationship to international business strategies is still not clearly understood. The authors contribute to the literature by investigating the relationship between MNCs’ business strategy types with staffing orientations.

scholarly journals Innovation and cross-functional teams

2018 ◽  
Vol 24 (1/2) ◽  
pp. 84-105 ◽  
Author(s):  
Daniel Marasquini Stipp ◽  
Márcio Lopes Pimenta ◽  
Daniel Jugend
Keyword(s):  
Single Case ◽  
Field Research ◽  
Incremental Innovation ◽  
Future Research ◽  
Content Type ◽  
The Public ◽  
Tax Management ◽  
Functional Teams ◽  
Practical Implications

Purpose The aim of this paper is to characterize how innovation may happen through cross-functional teams (CFT) in an organization of the public sector. Design/methodology/approach A case study helped to characterize several behavior patterns, team structures and respective links with generating innovation in internal processes and public answering contexts. Findings The results highlight that formal-temporary teams present a higher capacity to generate incremental innovation in products, whereas permanent-informal teams have a higher capacity to generate innovation in the internal processes and public answering contexts. Research limitations/implications The limitations of this research relate to the fact that this is a single case study, and although it is an important case to examine innovation and CFTs, by its very nature, it is not possible to extend and generalize the obtained data to other organizations. The evaluation of its propositions was merely qualitative, and future research is needed to validate its characteristics. Practical implications Several settings of CFTs are presented, as well as their ability to generate different types of innovation, such as the computerization of documents, petitions and papers, which decreases the time to answer the taxpayer. Moreover, CFTs can help to create products, such as computer programs that can be used not only locally but also in several public organizations related to tax management. Originality/value The field research provides the perceptions of the respondents regarding CFT characteristics that can lead to specific types of innovation, as well as the types of products or services that can be generated by these processes.

Intertwining CSR with strategy – the way ahead

2014 ◽  
Vol 14 (2) ◽  
pp. 211-219 ◽  
Author(s):  
Shital Jhunjhunwala
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Business Models ◽  
Corporate Strategy ◽  
Sustainable Business ◽  
Socially Responsible ◽  
Content Type ◽  
Sustainable Business Models ◽  
Corporate Social

Purpose – The purpose of this paper is to emphasize the importance and means of making corporate social responsibility (CSR) an integral part of corporate strategy with the help of case studies. Design/methodology/approach – The article explores the transformation of business from being egocentric to socially responsible. With the use of examples it demonstrates how integrating CSR into strategy can create sustainable business models. Findings – Firms need to develop a framework for integrating CSR into their business strategy for long term successful survival. Social implications – Corporates and society are intertwined and mutually dependent. Business cannot survive without society's acquiescence nor succeed without its active support. Originality/value – The article explains the benefits of CSR and how to make it an integral part of business strategy to gain a competitive advantage.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

The benefits and disadvantages of the law on the expansion of the jurisdiction of the DIFC Court

2018 ◽  
Vol 60 (2) ◽  
pp. 221-232
Author(s):  
Tareq Na’el Al-Tawil ◽  
Prabhakar Gantasala ◽  
Hassan Younies
Keyword(s):  
English Language ◽  
Geographical Area ◽  
Legal Framework ◽  
Negative Consequences ◽  
Content Type ◽  
Limited Volume ◽  
Financial Centre ◽  
The World ◽  
Long Time ◽  
The Law

Purpose This paper aims to discuss the benefits and disadvantages of the law on the expansion of the jurisdiction of the Dubai International Financial Centre (DIFC) Court. The major role of DIFC Courts in the Arab community is to handle cases related to commerce and business. For a long time, the court had been acting only in their geographical area until a new law was enacted to extend their jurisdiction all over the world. Afterward, a lot of criticism emerged as for why and how the court will benefit from such actions. The law has drawn a harsh response, although most benefits have also been experienced since the court received quite a large number of new signings. Interaction at the world business forum has benefited the economy of Dubai thanks to the law. Design/methodology/approach The following study focuses on a description of such benefits and drawbacks. The study does not evaluate a factual process of expansion but indicates the most distinct evidence of positive, as well as negative consequences of the expansion. Findings It is appropriate to make a general comment on the fact that the expansion of DIFC Court is not sufficiently effective at the current stage. Needless to say, it contains numerous positive aspects, but the gaps are evidently essential because they place the entire Court in a hard circumstance. The Court does not have a well-developed legal framework for its new area of jurisdiction as long as its limited volume of prior precedent is a distinct sign of the Court’s dependence on the UAE’s Law. In such way, DIFC Court will not be able to address issues within new fields of jurisdiction, as it simply lacks an expertise and international law in its legal framework. Moreover, the jurisdiction over new areas of international business was not verified with a plain system of mediation, which is why a current expansion of DIFC Court has to be recognized as redundant. However, its advantages are tending to produce their effects provided that the Court manages to address its current problems. Originality/value The study has described the basic benefits and drawbacks of DIFC Court expansion. To speak about the main benefits, they can be depicted as appliance of the common law, unification of English language for proceedings, presence of a preliminary arbitration and guarantees of award enforcement. In a similar way, the drawbacks of the expansion have been issued. The study has identified such drawbacks as lack of international and sophisticated expertise, untested legal framework, strong influence of forum non conveniens, and existence of a limited volume of prior precedent. The paper has not assessed a success of a factual expansion of DIFC Court jurisdiction, but it has managed to fulfill its primary purpose. Thus, the paper has identified a certain tendency concerning the expansion.

The new retail model: global reach demands omni-channels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guillaume Do Vale ◽  
Isabelle Collin-Lachaud ◽  
Xavier Lecocq
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Academic Research ◽  
Transformation Process ◽  
Content Type ◽  
New Business ◽  
Business Cases ◽  
Established Firms ◽  
New Consumer ◽  
Global Reach

Purpose To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model. Design/methodology/approach This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model. Findings This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model. Originality/value This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

Reflecting on over a year of remote training, and where businesses must go from here

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nikolas Kairinos
Keyword(s):  
Employee Engagement ◽  
Business Leaders ◽  
Full Time ◽  
Remote Work ◽  
Learning And Development ◽  
Content Type ◽  
Remote Training ◽  
Training Schemes ◽  
The Uk ◽  
Full Time Employment

Purpose The study aims to explore how businesses across the UK have adapted to over a year of remote training, and where there is room for improvement as long-term hybrid working plans are put in place. The study also uncovers what digital tools businesses have relied on to deliver learning and development initiatives during remote working, and their effects on employee engagement and experience. Design/methodology/approach An independent body of research was commissioned among 750 UK business leaders and 1,235 UK adults in full-time employment. Findings The research found that while the majority of businesses were able to leverage digital solutions during extended periods of remote work, significant numbers found it difficult to train and develop employees remotely, with many employees dissatisfied with the outcomes. Originality/value The research offers some valuable insights for business leaders looking to improve their training schemes as workplaces settle into new patterns of working.

China’s cybersecurity risks likely to outpace reform

2021 ◽  
Keyword(s):  
Critical Infrastructure ◽  
Restricted Access ◽  
Content Type ◽  
Domestic Technology ◽  
Foreign Counterpart ◽  
The Law

Significance The law underlines the government’s effort to boost the cybersecurity of Chinese networks, especially of critical infrastructure. China presents itself as a major victim of cyberattacks, including from foreign actors, just as it draws growing criticism from Western governments as a leading sponsor of hacks, espionage operations and intrusions. Impacts Foreign cybersecurity services providers will have restricted access to China’s market. Chinese tech indigenisation could weaken its cybersecurity if domestic technology is less secure than its foreign counterpart. Beijing will counter but avoid publicly attributing cyberattacks to specific state-linked actors.

Sign in / Sign up

Export Citation Format

Share Document