Our previous post summarized the rapid acceleration in the pace of change that has taken place within the business world over the past ten years, and how the speed of change in the markets, competition, and technological capabilities has increased desire for greater agility.
So, how might we define organizational agility?
Some tend to think of being agile as being synonymous with being entrepreneurial, because vision, leadership, rapid decision making, and an intense customer focus are all necessary for agility. But the concepts are really not the same, as many entrepreneurs are not overly agile. In fact, many tend to “go it alone” and fail to leverage their organization’s knowledge and capabilities to make the most of developing opportunities.
Organizational agility is the ability to identify the developing threats and opportunities to the organization’s mission, and to quickly align or realign resources to thrive in the new or emerging environment.
Agility requires these two components:
- The ability to see and understand the external developments and what they will mean for the organization
- The ability to quickly adapt resources to leverage the emerging opportunities and to avoid the looming threats
These two key abilities together provide a profound competitive edge in an era of quickly-accelerating developments, and enable an agile organization to truly thrive.