What happens when “agile working” is introduced
A thesis discussed at the University of Padua takes stock of this new feature of corporate management.
Operating as an “agile organisation” it’s the most recent goal that companies set themselves as part of their aim to move towards increasingly effective models. A goal that might seem easy to achieve but that in reality entails several issues that need to be addressed. These are the themes around which Camilla Ruzza’s work revolves, a thesis discussed at the M. Fanno Department of Economics and Business Studies at the University of Padua.
More in particular, Nuovi paradigmi organizzativi: le organizzazioni agili (New organisational paradigms: agile organisations) discusses one of the most important aspects inherent to the “agile organisation” model: its application within companies that are already operational, and as such shaped according to an already existing organisational layout. Hence, Ruzza analyses the impact that two intrinsically different production cultures might have; as she explains in the introduction, “Thanks to new technologies, agile organisations succeed in transforming ways of working, helping people to collaborate, to access information more speedily and to make smarter decisions. The main point is that technological evolution has inspired new organisational approaches, and thus expanded our skills and broadened our horizons; allowing for the evolution of management practices (…).” The issue, as mentioned above, arises when one attempts to “shift from a traditional to an agile organisation,” as “building an organisation based on agile principles is by no means quick and simple, especially with regards to older companies, where expectations and habits are entrenched; often, younger companies experience fewer difficulties.”
Camilla Ruzza first summarises the concept of “agility as a management practice” (also comparing it with traditional types of management), then goes on to explore the positive aspects of an “agile organisation”, and finally discusses the obstacles and difficulties that needs addressing when attempting to change a corporate culture, steering it towards a new and different direction.
In her conclusion, Camilla Ruzza writes that, “The introduction of new roles and operational models always entails the risk that the company’s relevant stakeholders might have to leave their comfort zones and thus not feel at ease with the way they work. A fear of not being able to cope with such difficulties may lead to an attitude of resistance to change, and this kind of resistance demands some caution in the way it is managed.” Indeed – this applies to various scenarios, not only to the introduction of an “agile organisation” model.
Nuovi paradigmi organizzativi: le organizzazioni agili (New organisational paradigms: agile organisations)
Camilla Ruzza
Thesis, University of Padua, M. Fanno Department of Economics and Business Studies Master’s in Economics programme, 2021
A thesis discussed at the University of Padua takes stock of this new feature of corporate management.
Operating as an “agile organisation” it’s the most recent goal that companies set themselves as part of their aim to move towards increasingly effective models. A goal that might seem easy to achieve but that in reality entails several issues that need to be addressed. These are the themes around which Camilla Ruzza’s work revolves, a thesis discussed at the M. Fanno Department of Economics and Business Studies at the University of Padua.
More in particular, Nuovi paradigmi organizzativi: le organizzazioni agili (New organisational paradigms: agile organisations) discusses one of the most important aspects inherent to the “agile organisation” model: its application within companies that are already operational, and as such shaped according to an already existing organisational layout. Hence, Ruzza analyses the impact that two intrinsically different production cultures might have; as she explains in the introduction, “Thanks to new technologies, agile organisations succeed in transforming ways of working, helping people to collaborate, to access information more speedily and to make smarter decisions. The main point is that technological evolution has inspired new organisational approaches, and thus expanded our skills and broadened our horizons; allowing for the evolution of management practices (…).” The issue, as mentioned above, arises when one attempts to “shift from a traditional to an agile organisation,” as “building an organisation based on agile principles is by no means quick and simple, especially with regards to older companies, where expectations and habits are entrenched; often, younger companies experience fewer difficulties.”
Camilla Ruzza first summarises the concept of “agility as a management practice” (also comparing it with traditional types of management), then goes on to explore the positive aspects of an “agile organisation”, and finally discusses the obstacles and difficulties that needs addressing when attempting to change a corporate culture, steering it towards a new and different direction.
In her conclusion, Camilla Ruzza writes that, “The introduction of new roles and operational models always entails the risk that the company’s relevant stakeholders might have to leave their comfort zones and thus not feel at ease with the way they work. A fear of not being able to cope with such difficulties may lead to an attitude of resistance to change, and this kind of resistance demands some caution in the way it is managed.” Indeed – this applies to various scenarios, not only to the introduction of an “agile organisation” model.
Nuovi paradigmi organizzativi: le organizzazioni agili (New organisational paradigms: agile organisations)
Camilla Ruzza
Thesis, University of Padua, M. Fanno Department of Economics and Business Studies Master’s in Economics programme, 2021