We have never had more freedom to acquire information to make decisions, and organizations have never been so pressed to demonstrate accountability as they communicate with better informed customers and users. People who work IN an organization must also work FOR the organization to accomplish its mission. In this environment, humans are no longer just a resource; they are the reason an organization exists. New constructs are needed to ensure this human-centered paradigm shift.This book sets out the rationale for this shift and stimulates the discussion and the discovery of effective approaches and solutions to innovate for social and environmental good. Written by an expert in quality standards, the book offers a coherent model which synchronizes the organizational structure with the talent required to develop resilient and agile work environments. New strategies to develop talent will be critical, and multidisciplinary approaches from scholars and practitioners from around the world will be required to effectively collaborate and articulate the solutions. The proposition in the book focuses on continuous improvement and interdisciplinary collaboration between scholars and practitioners across different industries, sectors, and national borders in order to address the unavoidable disruptions in the global VUCA environment.

part I|71 pages

Why Human-Centered Management?

chapter 1|20 pages

A long-overdue paradigm shift

chapter 3|31 pages

Disruptions: Challenges or opportunities?

part II|57 pages

Four (of the five) pillars of Human-Centered Management

chapter 4|14 pages

Pillar one: Human capital

chapter 5|11 pages

Pillar two: Disruption resilience

chapter 6|9 pages

Pillar three: Talent management

chapter 7|20 pages

Pillar four: Agility

part III|71 pages

Human-Centered Management and Sustainable Quality (SQ)

chapter 8|10 pages

SQ foundations model

chapter 11|4 pages

Organization Improvement Report (OIR)