Through nine ethnographic case-studies, Edges of Global Transformation explores situations where global transformations associated with neoliberalism meet local realities. The “edge” of transformation is characterized by uncertainty, as old patterns are consumed and new formed. The nine case studies from Africa, Europe and the Middle East shed light on how uncertainty plays an inevitable and essential role in the grey zone between macro-transformations and local responses. Despite the tremendous difference in precariousness between these cases, each contributor explores ways in which transformations are conceived and acted upon within the space of possibility that is opened and apprehended locally. The role of uncertainty as an active force is explored throughout the book. While in some cases, uncertainty has a clear restricting effect; other cases illustrate its potential as a productive force. As a contribution to understanding the dynamic of the local realities of global change, the book will be valuable reading for anyone interested in globalization and the neoliberal world order.

EDGE: The Agile Operating Model That Will Help You Successfully Execute Your Digital Transformation “[The authors’] passion for technology allows them to recognize that for most enterprises in the 21st century, technology is THE business. This is what really separates the EDGE approach. It is a comprehensive operating model with technology at its core.” —From the Foreword by Heidi Musser, Executive Vice President and Principal Consultant, Leading Agile; retired, Vice President and CIO, USAA Maximum innovation happens at the edge of chaos: the messy, risky, and uncertain threshold between randomness and structure. Operating there is uncomfortable but it’s where organizations “invent the future.” EDGE is a set of fast, iterative, adaptive, lightweight, and value-driven tools to achieve digital transformation, and EDGE: Value-Driven Digital Transformation is your guide to using this operating model for innovation. Jim Highsmith is one of the world’s leading agile pioneers and a coauthor of the Agile Manifesto. He, Linda Luu, and David Robinson know from their vast in-the-trenches experience that sustainable digital transformation requires far more than adopting isolated agile practices or conventional portfolio management. This hard, indispensable work involves changing culture and mindset, and going beyond transforming the IT department. EDGE embraces an adaptive mindset in the face of market uncertainty, a visible, value-centered portfolio approach that encourages continual value linkages from vision to detailed initiatives, incremental funding that shifts as strategies evolve, collaborative decision-making, and better risk mitigation. This guide shows leaders how to use the breakthrough EDGE approach to go beyond incremental improvement in a world of exponential opportunities. Build an organization that adapts fast enough to thrive Clear away unnecessary governance processes, obsolete “command and control” leadership approaches, and slow budgeting/planning cycles Improve collaboration when major, fast-paced responses are necessary Continually optimize investment allocation and monitoring based on your vision and goals Register your product for convenient access to downloads, updates, and/or corrections as they become available. See inside book for details.

The brink of catastrophe or the edge of evolution? The choice is ours. Gold-winner in the "Most Likely to Save the Planet" category of the Independent Publisher Book Awards (IPPY). This brilliant book is a big-picture synthesis of the new curriculum for activists, educators, social and systems entrepreneurs, planners, and "community organizers" at all levels. Evolution's Edge is vital reading for activists, educators, progressive thinkers, and anyone concerned about the state of our world. A visually pleasing book, its generous use of graphs and charts make clear concepts such as our evolutionary footprint, projected climate change impacts, world populations and economic growth - Kolin Lymworth, The Vancouver Observer Evolution's Edge is simply outstanding - easy to read, inspiring, thoughtful. Its ability to integrate environmental challenges with spritiual issues, technological possibilites and systems evolutionary theory is fantastic. - Sohail Inayatullah, eidtor, Journal of Future Studies It is now five minutes to midnight on the doomsday clock, reflecting the fact that we are closer to assuring the obliteration of our species than we have been at any time since the early eighties. We are rapidly approaching a tipping point, where we will either transform our violent, exploitative global system into a peaceful, cooperative one, or enter a catastrophic decline. Evolution’s Edge shows that limitless economic expansion is impossible on a finite planet. Our growth-based global system will collapse as critical resources become scarce and major ecosystems fail. However, new ideas, values, and technologies can help us avoid disaster and create a better world. Using evolutionary systems theory, Evolution’s Edge explains how societies evolve and why rapid, nonlinear change is not only possible but inevitable. It describes: Collapse—how cascading crises will soon provoke system failure Transformation—how emerging technologies, ideas, values, and social organizations are supporting the evolution of a sustainable system Analysis—how societies evolve into increasingly complex and conscious systems Action—how a common, cooperative vision can accelerate constructive global change Evolution’s Edge is a practical guide to a sustainable future and is vital reading for activists, educators, progressive thinkers, and anyone concerned about the state of our world. Graeme Taylor is a social activist committed to constructive global transformation and the coordinator of BEST Futures, a project supporting sustainable solutions through researching how societies change and evolve.

In this book, the authors set forth a new model of globalization that lays claims to supersede existing models, and then use this model to assess the way the processes of globalization have operated in different historic periods in respect to political organization, military globalization, trade, finance, corporate productivity, migration, culture, and the environment. Each of these topics is covered in a chapter which contrasts the contemporary nature of globalization with that of earlier epochs. In mapping the shape and political consequences of globalization, the authors concentrate on six states in advanced capitalist societies (SIACS): the United States, the United Kingdom, Sweden, France, Germany, and Japan. For comparative purposes, other states—particularly those with developing economics—are referred to and discussed where relevant. The book concludes by systematically describing and assessing contemporary globalization, and appraising the implications of globalization for the sovereignty and autonomy of SIACS. It also confronts directly the political fatalism that surrounds much discussion of globalization with a normative agenda that elaborates the possibilities for democratizing and civilizing the unfolding global transformation.

In this business bestseller, how companies can adapt in an era of continuous disruption: a guide to responding to such acute crises as COVID-19. Gold Medalist in Business Disruption/Reinvention. When COVID-19 hit, businesses had to respond almost instantaneously--shifting employees to remote work, repairing broken supply chains, keeping pace with dramatically fluctuating customer demand. They were forced to adapt to a confluence of multiple disruptions inextricably linked to a longer-term, ongoing digital disruption. This book shows that companies that use disruption as an opportunity for innovation emerge from it stronger. Companies that merely attempt to "weather the storm" until things go back to normal (or the next normal), on the other hand, miss an opportunity to thrive. The authors, all experts on business and technology strategy, show that transformation is not a one-and-done event, but a continuous process of adapting to a volatile and uncertain environment. Drawing on five years of research into digital disruption--including a series of interviews with business leaders conducted during the COVID-19 crisis--they offer a framework for understanding disruption and tools for navigating it. They outline the leadership traits, business principles, technological infrastructure, and organizational building blocks essential for adapting to disruption, with examples from real-world organizations. Technology, they remind readers, is not an end in itself, but enables the capabilities essential for surviving an uncertain future: nimbleness, scalability, stability, and optionality.

Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.

Two world-renowned strategists detail the seven leadership imperatives for transforming companies in the new digital era. Digital transformation is critical. But winning in today's world requires more than digitization. It requires understanding that the nature of competitive advantage has shifted—and that being digital is not enough. In Beyond Digital, Paul Leinwand and Matt Mani from Strategy&, PwC's global strategy consulting business, take readers inside twelve companies and how they have navigated through this monumental shift: from Philips's reinvention from a broad conglomerate to a focused health technology player, to Cleveland Clinic's engagement with its broader ecosystem to improve and expand its leading patient care to more locations around the world, to Microsoft's overhaul of its global commercial business to drive customer outcomes. Other case studies include Adobe, Citigroup, Eli Lilly, Hitachi, Honeywell, Inditex, Komatsu, STC Pay, and Titan. Building on a major new body of research, the authors identify the seven imperatives that leaders must follow as the digital age continues to evolve: Reimagine your company's place in the world Embrace and create value via ecosystems Build a system of privileged insights with your customers Make your organization outcome-oriented Invert the focus of your leadership team Reinvent the social contract with your people Disrupt your own leadership approach Together, these seven imperatives comprise a playbook for how leaders can define a bolder purpose and transform their organizations.