Strategic Agility Navigating Change in Dynamic Organizational Landscapes

Abstract

Research Background:
The development of agile managerial models is regularly linked to the field of organizational management, particularly in a context recognized by evolving changes. In this regard, organizations must be able not only to adapt to their environment but also to create change to be competitive in their field of activity.

Purpose of the Articles:
This article examines the different facets of strategic agility, with a focus on organizational agility, how it works and its implications for organizations. Additionally, we explore certain organizational agility practices that promote strategic agility.

Methods:
In order to explore the concept of agility, its different interconnected parameters and to identify certain approaches to organizational agility, two research methods were made available during this study. We cite analytical reviews to identify terminologies related to the literature and even practical implications on real cases.

Findings:
This study provided a better understanding of several key factors that contribute to the success of an agile organization: organizational flexibility, speed of decision-making, cross-functional collaboration and a corporate culture oriented towards continuous innovation and learning. In addition, studies have highlighted the determining role of the different aspects of organizational agility, namely structure and organization, processes, technology, human resources and network.