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Ability to Act to Achieve a High Return on Management

Matching individual and organizational effectiveness

December 2015  |  Lukas Michel, Agility Insights AG

In a global economy where leaders are preoccupied by measuring the return on their investment, this article seeks to measure the ‘return on management’ - the amount of productive energy generated from every member of staff.

Time, attention and energy are scarce resources for any human being and in order to achieve a high return on management, it is wise to carefully invest and focus - but too many leaders and employees struggle with this.

A high return on management requires an operating environment with a deliberate design, a vibrant culture, interactive leadership and supportive systems in order to enable fast decisions, actions with impact and adequate behaviors.

This groundbreaking article draws on years of research to demonstrate how a high return on management, paired with a high organizational ability to act will mean talent is effectively used and organizations will deliver superior results.

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Why Managerial Ability to Act Matters

Business Results

October 2015  |  Lukas Michel, Agility Insights AG

Most companies use just 67% of the readily available creativity, knowledge and skills of their talent. Simply implementing HR-driven employee engagement activities is no longer sufficient – but most companies have yet to take advantage of the benefits of developing lasting dynamic capabilities to compete in an ever-changing environment.

Game-changing research from Agility Insights unveils the shared characteristics of the organizations have future-proofed themselves, by developing dynamic competencies which will allow them to adapt to change in the economic environment and capture opportunities more readily as they arise; they have simultaneously created a workplace that is attractive to the best talent.

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Managerial Ability to Act

Design for speed, agility and resilience

June 2015  |  Lukas Michel, Agility Insights AG

Companies have left stable industrial era in favor of a new, creative economy. This environment calls for an equally progressive shift in the role of management in order to attract, retain, engage and empower the valuable talent in almost every organization. However this requires something significantly more strategic than a quick fix.

The future of successful business requires enabling managers with dynamic capabilities, which combine with the ability to flex.

The revolutionary  - yet straight forward -  concept of ‘Managerial Ability to Act’ can be defined as the sensing, decision-making and implementation capacity in organizations: it is a perfect balance of speed and control; agility and stability; plus resilience and disruption.

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Dynamic Capabilities

Ability to act: the managerial capability for a dynamic era

March 2015  |  Lukas Michel, Agility Insights AG

For years, business experts and leaders have stated that traditional management requires a fundamental rethink. But leaders continuously fail in their ambition to translate this knowledge into action. The nature of work has transformed in the past 20 years. Knowledge has become the dominant way to work; with technology providing access to information in ways that was unthinkable years ago.

By combining speed, agility, and resilience into the Ability to Act; organizations are able to use the knowledge in their network and simultaneously create the required capabilities to cope with the challenges of a volatile, uncertain, complex and ambiguous environment.