Model EFQM in agilnost organizacij

Research question (RV): What is the contribution of an organization that follows the EFQM model and reorganizes its organization into an agile organization? Purpose: The purpose of the research is to examine the interrelationship between the EFQM model, agility and agile organization, and consequently faster adaptability, greater performance and competitiveness of the agile organization. Method: The article was based on a review of foreign and domestic literature. We reviewed the professional literature on agility and the EFQM model. We searched a link between agility and the EFQM model. Results: We will find that there are differences between agile management and organizational culture in organizations that are agile aware from those that are not. It is essential for successful agile organization leaders to develop effective communication and interaction skills that are unique to the leader and organization. It is important that individuals in the organization adopt a shared vision, participate in a culture of trust and inclusion, while leaders encourage creativity and experimentation. Organization: An agile organization is considered to be fast (innovative, agile, adaptable) and that it is necessary to constantly renew its business. The research will draw attention to the importance and necessity of management awareness that by creating a certain organizational culture and agile management of the organization, they will achieve faster and more efficient adaptation to changes in the environment. Society: The lack of agile management and the creation of an inappropriate organizational culture has a negative impact on the satisfaction of all involved in the process (employees, customers, suppliers) and consequently on adapting to the needs of the environment. Originality: The originality of the article lies in breaking down the myths about the concept of agility and agile organization, and presenting or evaluating the obtained results with the result of differences between agile and not agile or traditional organizations. Limitations / further research: The limitation represents a small number of articles and literature selected for comparison. Based on a larger sample of articles, we would get more relevant results. We also found a few articles in Slovenian.

Becoming a Learning Agile Organization

“Becoming a Learning Agile Organization” describes the most prevalent cultural attributes and talent management methods of learning agile organizations. Overall, it is shown that the same learning agile attributes on the individual level (e.g., quickly learning from experience; being strategically focused, willing to experiment and take risks; understanding one’s personal strengths and limitations; and being responsive to feedback) transcend to organizations that are highly learning agile. For example, leaders in learning agile organizations tend to be approachable and empathetic, and they promote a high degree of psychological safety that promotes experimentation and learning. Recommendations are provided to promote organizational learning agility by optimizing talent management practices, including talent differentiation, staffing, career management, talent development, and succession planning.

Advancing Chemistry Worldwide

As we come out of this pandemic, we must find the most effective and useful ways so that IUPAC fulfills its mission of contributing to the worldwide understanding and application of the chemical sciences to the betterment of humankind. New technologies provide us with the tools to achieve this goal in a very effective manner. For example, our next General Assembly, which will be held completely online, represents an unprecedented opportunity to engage with our NAOs in a way that will allow for discussing our most pressing needs in a new and effective way. We are already working on different options to have working groups meeting at different times in virtual rooms, so everybody can participate, raise any issues, and discuss how we can create a more effective, responsive, and agile organization. I encourage all delegates to our General Assembly to make full use of this opportunity. Also, I would like to invite the wider IUPAC community, including our members, Associated Organizations, Company Associates, and also our sister Chemical Societies, to let us know any ideas, things we must improve, or any opportunities for collaboration, so we can include them in our discussions during our next General Assembly.

Agile IT Department Contracted for New Roles in a New Era

The complexity of business and competitive environment enforces organizations to adopt innovative ways for doing business. This drives a new trend of agile organizations that are adaptable to market and technology changes. As a result, 75% of organizations recognized agility as one of the key drivers for their IT strategies. As organizations start adopting digital transformation initiatives, they recognize the necessity to adapt agility in their IT departments as well. However, moving to an agile organization and an agile IT department is more complex than adapting an agile software. This chapter aims to provide an in-depth explanation of agile IT department specifying its features, roles, and differentiation elements from the traditional IT department. Emerging technologies that are crucial in the movement towards an agile IT department are also discussed with possible change management process to facilitate the transition of the agile IT department into profit center that is contracted to add value for the whole organization while working in a feasible partnership mode with the business.

A model of an agile organization designed to better manage the COVID-19 crisis

COVID-19 strongly hit healthcare organizations due to three factors: the lack of knowledge of this new virus, the fear of the people, and the continuous modifications in the management of the crisis. This situation required flexibility and adaptability of organizations, as our university health centre demonstrated. It relied on a decentralized model of management based on three pillars: a culture of innovation and creativity, an agile organizational structure, and an open innovation ecosystem and network. These assets were already developed prior to the onset of COVID-19 and helped our organization to better respond to the crisis.

A Preliminary Discussion of the ACATECH 4.0 and AHP to Measure Enterprise Maturity Level Index

Many organizations have redesigned their measurement systems to ensure that they reflect their current environment and strategies. Thus, it is extremely important that the responsible manager knows all the strengths and weaknesses of his organization, having all the maturity axes mapped, highlighting his strengths and weaknesses, to anticipate problems, becoming a company with greater potential competitiveness, because the failure is not to ignore the problem, but to ignore it. Given this, when measuring the Maturity Level Index, you can get an overview of the organization, becoming a radar to know the strengths and weaknesses, thus providing a basis for formulating a decision making and strategy to implement actions to improve performance and organizational maturity. The Acatech Industrie 4.0 (AI4MI) + AHP maturity index has the principle of providing companies with a guide for this transformation, based on the assessment of weaknesses or disagreements with the objective in the action plans, thus obtaining a continuous improvement in the evaluated stages, generating knowledge from the data, to transform the company into an agile organization, with quick decision making and adaptation in multiple business scenarios and different areas of the company. This article presents a preliminary discussion on the benefits of this proposed model for analyzing the measurement of the ACATECH + AHP Maturity Level Index, as to its advantages, results, added value.