the decision-making

The decision to embark on a major management program must be based on sound evidence of its necessity, of its urgency, of its practicality, and, most importantly: this evidence must be accepted and welcomed by people at all levels and in all functions. The decision-making should bring sound answers to the basic three questions: the why , the who , and the how . This chapter addresses these three questions. To address the why , research should throw into relief the impact of the strategic and organizational constraints, many of which are nested at the core of the management system. The who is particularly important because the advocated program of agile management innovation is steered and supported by the leadership, but it is implemented and owned by the life-forces of the organization. The "how" may play a key role in a "go–no go" decision, which each person will make for himself/herself.