The emergence of Agile people management

Abstract

Purpose As senior executives increasingly explore Agile management in their operations they are discovering that their practices in managing people also require transformation. Design/methodology/approach The article, with an attached case, explores how some leading companies are radically changing their HR practices to prioritize fostering talent that adds customer value and champion the work experience of their talent. The article explains why transformation will involve, not merely HR process improvements, but a fundamentally different kind of management. It offers a case to illustrate new approaches. Findings At a time when talent is in such high demand, you must allow—and even encourage—people to have their say if you hope to attract the very best in your field. So, the successful deployment of talent is now largely a matter of creating an environment where the interests, ambitions and innovations of people constantly shape the strategy and future of the company. Practical implications Instead of strategy gurus telling talent what to do, now talent needs to play a central role in strategy formulation. Imagine a company divided into some two hundred customer-facing units, each with its own pay scale and work methods, each so talent-driven that employees are given the right to fire their unit leader? Originality/value The shift from a strategy-led company to a talent-first company requires fundamental changes in the way CEOs understand the very concept of management—it’s the beginning of a new age.