March 1997, Volume 14, No. 3 Manufacturer's Library

This book starts from the premise that there is no easy road to corporate success in an age of complexity. Enterprises that are determined to succeed must abandon hope of finding simple solutions in a world in which markets are global, hierarchies are disappearing in the face of advances in technology, and the spread of computer networks and information has become the most important natural resource.

Instead of unworkable quick fixes, the authors offer advice to help leaders create an enterprise that is flexible enough to maintain its balance on the tightrope between order (which can result in stagnation) and chaos (which may result in an inability to function). In that realm are found opportunities for growth without the kind of needless expansion that will cause turmoil when the world once again changes.

The flexible organization of the future is a complex adaptive system that responds to the effects of market-driven changes on its three critical components: governance, technology and leadership. It is an organization capable of self-renewal, constantly reshaping itself to seize opportunities as they emerge and quickly shrink when the market changes yet again.

The practical tools for creating this organization are seven principles that -- carefully put in place one after the other -- create a solid foundation for the future:

1. Set ethical standards and do not accept deviations from them.
2. Establish a social contract.
3. Maintain a strong, lean organization based on core competencies.
4. Develop leadership skills at every level of the organization.
5. Be open to learning and encourage experimentation.
6. Avoid restructuring when you should be regoverning.
7. Ensure connectivity.

The authors are principals with Siberg Associates (New York, N.Y.), a management consultancy.

Staying competitive in today's manufacturing climate keeps getting tougher, and often middle to upper managers are told to do more with less. Manufacturers must be able to develop and produce customized products rapidly to meet ever-changing customer needs. This book describes how manufacturing companies can quickly mobilize their resources to gain a competitive edge.

Readers will discover how agile manufacturers can rapidly develop new products and produce fast and flexible responses to customer needs. The book provides practical tips on organizational alignment and the implementation of new technology (see chart).

This book is designed to help the reader understand what it takes to become a successful agile organization. It discusses the change-management issues associated with the transformation to agility, and addresses key business and organizational issues such as competition, customer satisfaction and management.

The editors are with Battelle Pacific Northwest National Laboratories (Richland, Wash.).