Strategic Agility

This working paper is part of a series with the overall title of “The Long Learning Journey”, retracing stages in the evolution of my intellectual curiosity and research work. Most companies, and many large organizations, fall prey to growing rigidity as they mature. This paper presents findings based on the observation and analysis of incumbent ICT companies such as Hewlett Packard, IBM, Intel, SAP, Oracle, Cisco, Canon and others facing disruptions and discontinuities. It summarizes the key enablers of strategic agility at the organizational level as well as the attitudes, skills and behaviors that allow individuals to contribute to strategic agility. The analysis is then extended to governments facing a need for integrated collective action across ministries and agencies – in particular, when having to cope with wicked problems and Knightian uncertainty and bring fast responses.