Fundamentals

Organizational Agility, in its most fundamental Definition, is the capacity of a business to rapidly and effectively adapt to changes in its environment. For Small to Medium-sized Businesses (SMBs), this Meaning is particularly crucial. Unlike large corporations with vast resources and established processes, SMBs often operate in dynamic and competitive landscapes where the ability to pivot quickly can be the difference between thriving and merely surviving. This section will explore the basic understanding of Organizational Agility, specifically tailored for individuals new to business concepts or SMB operations.

Understanding the Core Components

To grasp the Essence of Organizational Agility for SMBs, it’s essential to break down its core components. At its heart, agility is about responsiveness. It’s not just about reacting to change, but anticipating it and proactively adjusting strategies and operations. This involves several key elements:

• Flexibility ● The ability to easily modify processes, structures, and offerings in response to new information or market shifts. For an SMB, this might mean quickly changing a product feature based on customer feedback or adjusting marketing strategies to target a new customer segment.
• Adaptability ● Going beyond mere flexibility, adaptability is about fundamentally changing the business model or direction when necessary. A small restaurant, for example, demonstrating adaptability might shift from dine-in service to primarily takeout and delivery in response to a pandemic.
• Resilience ● The capacity to withstand shocks and setbacks and bounce back stronger. For an SMB, resilience could mean having contingency plans in place to handle supply chain disruptions or economic downturns.
• Speed ● The velocity at which an SMB can identify, decide upon, and implement changes. In today’s fast-paced market, speed is often a critical competitive advantage, allowing SMBs to capitalize on emerging opportunities before larger, slower competitors.

These components are interconnected and contribute to the overall Significance of Organizational Agility. For an SMB, being agile isn’t just a nice-to-have; it’s often a necessity for sustained growth and success.

Why Organizational Agility Matters for SMBs

The Import of Organizational Agility for SMBs is magnified by the unique challenges and opportunities they face. SMBs typically operate with limited resources, tighter budgets, and smaller teams. This can be a disadvantage in some respects, but it also fosters a culture of nimbleness and innovation. Here’s why agility is particularly vital for SMBs:

1. Competitive Advantage ● In markets often dominated by larger players, agility allows SMBs to differentiate themselves. They can be more responsive to niche market needs, offer personalized customer experiences, and adapt to changing consumer preferences faster than large corporations. This responsiveness translates to a significant competitive edge.
2. Resource Optimization ● Agility promotes efficient resource allocation. SMBs can quickly shift resources to areas with the highest potential return, avoiding wasted effort and maximizing the impact of limited budgets. This efficient allocation is crucial for sustainable growth.
3. Customer Centricity ● Agile SMBs Meaning ● Agile SMBs represent a strategic approach enabling Small and Medium-sized Businesses to rapidly adapt and respond to market changes, leverage automation for increased efficiency, and implement new business processes with minimal disruption. are better positioned to understand and respond to customer needs. They can iterate on products and services based on real-time feedback, fostering stronger customer relationships and loyalty. This customer-centric approach drives long-term value.
4. Innovation and Growth ● Agility encourages experimentation and learning. SMBs can quickly test new ideas, fail fast, and iterate towards successful solutions. This iterative process fuels innovation and drives sustainable growth Meaning ● Sustainable SMB growth is balanced expansion, mitigating risks, valuing stakeholders, and leveraging automation for long-term resilience and positive impact. in dynamic markets.

Initial Steps Towards Agility ● A Practical Guide for SMBs

For an SMB just beginning to consider Organizational Agility, the prospect might seem daunting. However, implementing agility doesn’t require a complete overhaul overnight. It’s about taking incremental steps and fostering a culture that embraces change. Here are some practical initial steps:

1. Embrace a Growth Mindset ● Cultivate a company culture that values learning, experimentation, and continuous improvement. This mindset shift is foundational for embracing change and adapting to new challenges.
2. Improve Communication ● Establish clear and open communication channels throughout the organization. Agility relies on rapid information flow and collaborative decision-making. Tools and processes that facilitate seamless communication are essential.
3. Streamline Processes ● Identify and eliminate bottlenecks in existing processes. Simplifying workflows and reducing bureaucracy allows for faster response times and greater efficiency. Process optimization is a key enabler of agility.
4. Empower Employees ● Give employees more autonomy and decision-making power within their roles. Empowered teams are more responsive and innovative, contributing directly to organizational agility. Employee empowerment is a critical driver of agility.

Organizational Agility, at its core, is about an SMB’s ability to swiftly and effectively adapt to market changes, providing a crucial competitive advantage Meaning ● SMB Competitive Advantage: Ecosystem-embedded, hyper-personalized value, sustained by strategic automation, ensuring resilience & impact. in today’s dynamic business environment.

These initial steps are about laying the groundwork for a more agile organization. They are not complex or expensive, but they are fundamental to building a foundation upon which more advanced agile practices can be implemented. The Intention is to start small, build momentum, and gradually transform the SMB into a more responsive and adaptable entity.

The Role of Automation in Foundational Agility

Even at the fundamental level, automation plays a crucial role in enhancing an SMB’s agility. Automation, in this context, doesn’t necessarily mean complex AI systems. It can start with simple tools and processes that reduce manual tasks and free up human resources for more strategic activities. Consider these examples:

• Automated Email Marketing ● Using tools to automate email campaigns, personalize messages, and track results. This allows SMBs to reach customers more efficiently and respond quickly to marketing trends.
• Basic CRM Systems ● Implementing a Customer Relationship Management (CRM) system to centralize customer data, automate follow-ups, and improve customer service responsiveness. A CRM is a foundational tool for customer-centric agility.
• Automated Invoicing and Accounting ● Utilizing software to automate invoicing, expense tracking, and basic accounting tasks. This reduces administrative burden and allows for faster financial reporting and decision-making.

These are just a few examples of how even basic automation can contribute to an SMB’s foundational agility. By automating routine tasks, SMBs can free up their limited resources to focus on more strategic initiatives, such as innovation, customer engagement, and market adaptation. The Significance of automation at this stage is in creating efficiency and freeing up capacity for agility-enhancing activities.

In conclusion, understanding the fundamentals of Organizational Agility is the first step for any SMB seeking to thrive in today’s dynamic business environment. By focusing on flexibility, adaptability, resilience, and speed, and by taking practical initial steps, SMBs can begin to cultivate a more agile organization. Even basic automation can play a significant role in enhancing this foundational agility, setting the stage for more advanced agile practices in the future. The Clarification of these fundamental concepts is crucial for SMBs to embark on their agility journey.

Intermediate

Building upon the foundational understanding of Organizational Agility, this section delves into the intermediate aspects, tailored for readers with a moderate level of business acumen. At this stage, we move beyond simple Definitions and explore the practical implementation and strategic considerations of agility within SMBs. The Meaning of Organizational Agility becomes more nuanced, encompassing not just responsiveness, but also proactive adaptation and strategic foresight. We will examine frameworks, methodologies, and the deeper integration of automation to achieve a more sophisticated level of agility.

Agile Frameworks and Methodologies for SMBs

While large enterprises often adopt complex agile frameworks like SAFe (Scaled Agile Framework), SMBs benefit more from leaner and more adaptable methodologies. The Description of these frameworks needs to be practical and directly applicable to the SMB context. Here are a few relevant frameworks and methodologies:

• Scrum ● A lightweight framework for managing and controlling iterative and incremental projects of all types. Scrum is particularly useful for SMBs in product development, marketing campaigns, and even operational improvements. Its emphasis on short cycles (sprints), daily stand-ups, and continuous feedback loops Meaning ● Feedback loops are cyclical processes where business outputs become inputs, shaping future actions for SMB growth and adaptation. fosters rapid adaptation and learning.
• Kanban ● A visual system for managing workflow. Kanban focuses on visualizing work, limiting work in progress (WIP), and managing flow. For SMBs, Kanban can be highly effective in streamlining operations, improving efficiency, and identifying bottlenecks. Its simplicity and visual nature make it easily adaptable to various SMB functions.
• Lean Startup ● A methodology focused on validated learning, rapid experimentation, and iterative product releases. Lean Startup principles are invaluable for SMBs launching new products or services, allowing them to minimize risk and validate assumptions quickly. Its emphasis on customer feedback and iterative development is crucial for agile innovation.

These methodologies are not rigid prescriptions but rather adaptable frameworks that SMBs can tailor to their specific needs and contexts. The Interpretation of these frameworks should be focused on their practical application within resource-constrained SMB environments. The key is to extract the core principles ● iterative development, continuous feedback, and visual management ● and apply them in a way that enhances agility without adding unnecessary complexity.

Deepening Automation for Enhanced Agility

At the intermediate level, automation moves beyond basic task management to become a strategic enabler of Organizational Agility. The Explanation of automation’s role here involves understanding how it can facilitate faster decision-making, improve operational efficiency, and enhance customer experiences. Consider these more advanced automation Meaning ● Advanced Automation, in the context of Small and Medium-sized Businesses (SMBs), signifies the strategic implementation of sophisticated technologies that move beyond basic task automation to drive significant improvements in business processes, operational efficiency, and scalability. applications for SMBs:

1. Marketing Automation Platforms ● Moving beyond basic email marketing to platforms that automate multi-channel campaigns, personalize customer journeys, and provide detailed analytics. These platforms enable SMBs to engage customers more effectively and adapt marketing strategies based on real-time data.
2. Advanced CRM and Sales Automation ● Implementing CRM systems with advanced features like sales forecasting, lead scoring, and automated workflows for sales processes. This allows SMBs to optimize sales efforts, improve lead conversion rates, and respond quickly to sales opportunities.
3. Robotic Process Automation (RPA) for Back-Office Operations ● Utilizing RPA to automate repetitive, rule-based tasks in areas like finance, HR, and operations. RPA can significantly reduce manual errors, improve efficiency, and free up staff for higher-value activities. For example, automating invoice processing, employee onboarding, or report generation.
4. Data Analytics and Business Intelligence (BI) Tools ● Leveraging data analytics and BI tools to gain deeper insights into business performance, customer behavior, and market trends. Automated data collection and analysis provide SMBs with the information needed to make data-driven decisions and adapt strategies proactively.

The Significance of these advanced automation tools lies in their ability to transform data into actionable insights and streamline complex processes. For SMBs, this translates to faster response times, improved decision quality, and enhanced operational agility. The Statement is clear ● automation is no longer just about efficiency; it’s a strategic imperative for achieving true Organizational Agility.

Intermediate Organizational Agility for SMBs involves adopting lean agile frameworks and strategically leveraging advanced automation to enhance responsiveness, efficiency, and data-driven decision-making.

Building an Agile Culture ● Intermediate Steps

Cultivating an agile culture Meaning ● Agile Culture in Small and Medium-sized Businesses (SMBs) signifies a business-wide commitment to iterative development, flexible planning, and continuous improvement, directly impacting SMB growth by enabling rapid adaptation to market changes. is an ongoing process, and at the intermediate stage, SMBs need to deepen their cultural transformation. This involves moving beyond initial mindset shifts to embedding agile values and behaviors throughout the organization. The Delineation of these cultural aspects is crucial for sustained agility. Here are intermediate steps to build a stronger agile culture:

1. Cross-Functional Teams ● Organize teams that are cross-functional and self-managing. This breaks down silos, fosters collaboration, and empowers teams to make decisions quickly and autonomously. Cross-functional teams are a cornerstone of agile organizations.
2. Regular Retrospectives and Feedback Loops ● Implement regular retrospectives at team and organizational levels to reflect on performance, identify areas for improvement, and adapt processes accordingly. Establishing robust feedback loops ensures continuous learning Meaning ● Continuous Learning, in the context of SMB growth, automation, and implementation, denotes a sustained commitment to skill enhancement and knowledge acquisition at all organizational levels. and adaptation.
3. Transparency and Open Communication ● Foster a culture of transparency where information is readily shared, and open communication is encouraged at all levels. Transparency builds trust and facilitates faster decision-making and problem-solving.
4. Embrace Failure as a Learning Opportunity ● Shift the perception of failure from a negative outcome to a valuable learning opportunity. In an agile culture, experimentation is encouraged, and failures are seen as stepping stones to success. This mindset is essential for fostering innovation and resilience.

These cultural shifts are not merely about adopting new practices; they require a fundamental change in organizational mindset and behaviors. The Essence of an agile culture is about creating an environment where change is embraced, learning is continuous, and adaptation is ingrained in the organizational DNA. The Specification of these cultural elements is vital for SMBs aiming for sustained Organizational Agility.

Measuring Agility and Iterative Improvement

At the intermediate level, it becomes crucial to measure the effectiveness of agility initiatives and drive iterative improvement. The Designation of key metrics and the establishment of a continuous improvement Meaning ● Ongoing, incremental improvements focused on agility and value for SMB success. cycle are essential. Here are key aspects of measuring and improving agility:

• Key Performance Indicators (KPIs) for Agility ● Define specific KPIs that measure agility, such as time-to-market for new products, customer response times, employee satisfaction, and process efficiency metrics. These KPIs provide tangible measures of agility performance.
• Regular Agility Assessments ● Conduct periodic assessments to evaluate the organization’s agility maturity and identify areas for improvement. These assessments can be based on frameworks like the Agile Maturity Model or customized to the SMB’s specific context.
• Data-Driven Iteration ● Use data from KPIs and assessments to drive iterative improvements in agile practices and processes. This data-driven approach ensures that agility initiatives are continuously refined and optimized for maximum impact.
• Feedback Mechanisms and Continuous Learning ● Establish mechanisms for gathering feedback from employees, customers, and stakeholders to identify areas for improvement and foster a culture of continuous learning. This feedback loop is crucial for ongoing agility enhancement.

The Import of measurement and iterative improvement is that it transforms agility from a theoretical concept into a tangible and continuously evolving capability. For SMBs, this data-driven approach ensures that agility initiatives are aligned with business goals and deliver measurable results. The Elucidation of these measurement and improvement processes is critical for SMBs to realize the full potential of Organizational Agility.

In conclusion, intermediate Organizational Agility for SMBs is about moving beyond basic understanding to practical implementation and strategic integration. By adopting lean agile frameworks, deepening automation, building a stronger agile culture, and establishing measurement and improvement mechanisms, SMBs can achieve a more sophisticated level of agility. This intermediate stage is crucial for SMBs to build a sustainable competitive advantage and thrive in increasingly dynamic and competitive markets. The Clarification of these intermediate concepts empowers SMBs to take their agility journey to the next level.

Advanced

At the advanced level, the Definition of Organizational Agility transcends simple responsiveness and becomes a complex, multi-faceted construct deeply rooted in organizational theory, strategic management, and behavioral science. The Meaning, in this context, is not merely about adapting to change, but about proactively shaping the environment and leveraging change as a source of competitive advantage. This section delves into an expert-level understanding of Organizational Agility, drawing upon reputable business research, data points, and scholarly articles to redefine its advanced meaning and explore its profound implications for SMBs.

Redefining Organizational Agility ● An Advanced Perspective

From an advanced standpoint, Organizational Agility can be Interpreted as a dynamic organizational capability that enables firms to sense, respond to, and capitalize on environmental dynamism and uncertainty. This Explication goes beyond the basic notion of flexibility and adaptability to encompass a more proactive and strategic stance. Drawing upon research in dynamic capabilities theory (Teece, Pisano, & Shuen, 1997), Organizational Agility can be seen as a second-order capability that allows SMBs to reconfigure their operational and ordinary capabilities to achieve and sustain competitive advantage in turbulent environments. This Statement positions agility not just as a reactive mechanism, but as a proactive strategic asset.

Analyzing diverse perspectives, we find that Organizational Agility is not a monolithic concept but rather a constellation of interconnected dimensions. Some researchers emphasize the cognitive dimension, focusing on the organization’s ability to sense and interpret changes in the external environment (Doz & Kosonen, 2008). This involves developing organizational sensemaking capabilities, fostering strategic foresight, and promoting a culture of continuous learning and knowledge sharing. Others highlight the operational dimension, emphasizing the speed and efficiency of response mechanisms (Sharifi & Zhang, 2001).

This includes streamlining processes, leveraging automation, and building flexible organizational structures. Still others focus on the strategic dimension, emphasizing the ability to proactively shape the environment and create new opportunities (Eisenhardt & Martin, 2000). This involves fostering innovation, developing adaptive business models, and building strong external networks.

Considering multi-cultural business aspects, the Meaning of Organizational Agility can also be influenced by cultural context. For instance, in collectivist cultures, agility might be more focused on collaborative adaptation and consensus-based decision-making, while in individualistic cultures, it might emphasize individual initiative and rapid, decentralized responses. Cross-sectorial business influences also play a role.

For example, the tech sector, characterized by rapid innovation and disruption, often exhibits a higher degree of agility compared to more traditional sectors like manufacturing. However, the principles of Organizational Agility are universally applicable, albeit with context-specific adaptations.

For SMBs, focusing on the operational dimension of Organizational Agility is often the most pragmatic starting point. This involves streamlining processes through automation, adopting lean methodologies, and building flexible organizational structures. However, long-term sustainable agility requires developing all three dimensions ● cognitive, operational, and strategic ● in a balanced and integrated manner. The Designation of Organizational Agility as a dynamic capability Meaning ● SMBs enhance growth by adapting to change through Dynamic Capability: sensing shifts, seizing chances, and reconfiguring resources. underscores its strategic importance for SMBs in navigating complex and uncertain business landscapes.

Scholarly, Organizational Agility is a dynamic capability enabling SMBs to sense, respond to, and capitalize on environmental dynamism, proactively shaping their environment for sustained competitive advantage.

The Business Outcomes of Organizational Agility for SMBs ● In-Depth Analysis

The advanced Interpretation of Organizational Agility extends beyond theoretical constructs to encompass tangible business outcomes for SMBs. Research consistently demonstrates a positive correlation between Organizational Agility and various performance metrics, particularly in dynamic environments. A study by Tallon and Stolz (2006) found that firms with higher levels of IT-enabled agility exhibited superior financial performance and market valuation.

Another study by Dove (2001) highlighted the link between agility and increased customer satisfaction Meaning ● Customer Satisfaction: Ensuring customer delight by consistently meeting and exceeding expectations, fostering loyalty and advocacy. and loyalty. For SMBs, these outcomes are particularly significant, given their resource constraints and vulnerability to market fluctuations.

Here is an in-depth business analysis focusing on possible business outcomes for SMBs:

1. Enhanced Innovation and Product Development ● Agile SMBs are more adept at fostering innovation and accelerating product development cycles. By adopting agile methodologies Meaning ● Agile methodologies, in the context of Small and Medium-sized Businesses (SMBs), represent a suite of iterative project management approaches aimed at fostering flexibility and rapid response to changing market demands. like Scrum and Lean Startup, SMBs can iterate on products and services based on rapid feedback loops, leading to more customer-centric and market-relevant innovations. This enhanced innovation capability is a key driver of long-term growth and competitiveness.
2. Improved Operational Efficiency Meaning ● Maximizing SMB output with minimal, ethical input for sustainable growth and future readiness. and Cost Reduction ● Organizational Agility, facilitated by automation and streamlined processes, leads to significant improvements in operational efficiency and cost reduction. RPA, process optimization, and data-driven decision-making enable SMBs to minimize waste, optimize resource allocation, and reduce operational costs. These efficiency gains directly contribute to improved profitability and financial stability.
3. Increased Customer Satisfaction and Loyalty ● Agile SMBs are more responsive to customer needs and preferences, leading to increased customer satisfaction and loyalty. Personalized customer experiences, rapid response times, and proactive customer service are hallmarks of agile organizations. Higher customer satisfaction translates to stronger customer relationships, repeat business, and positive word-of-mouth referrals.
4. Greater Market Responsiveness and Adaptability ● In dynamic markets, Organizational Agility provides SMBs with the crucial ability to respond quickly and effectively to changing market conditions, emerging trends, and competitive threats. This market responsiveness allows SMBs to capitalize on new opportunities, mitigate risks, and maintain a competitive edge. Adaptability is no longer a luxury but a necessity for survival and growth in today’s volatile business environment.
5. Improved Employee Engagement and Retention ● Agile organizations often foster a more empowering and engaging work environment for employees. Cross-functional teams, autonomy, and opportunities for continuous learning and development contribute to higher employee satisfaction and retention rates. Engaged and motivated employees are more productive, innovative, and committed to the organization’s success.

These business outcomes are not mutually exclusive but rather interconnected and synergistic. For example, enhanced innovation can lead to improved operational efficiency, which in turn can contribute to increased customer satisfaction. The Significance of Organizational Agility for SMBs lies in its holistic impact across various dimensions of business performance, creating a virtuous cycle of continuous improvement and sustainable growth. The Elucidation of these outcomes provides a compelling business case for SMBs to invest in building Organizational Agility.

Challenges and Controversies in Implementing Agility in SMBs

While the benefits of Organizational Agility are well-documented, its implementation in SMBs is not without challenges and potential controversies. One common challenge is resource constraints. SMBs often lack the financial and human resources to invest in large-scale agile transformations or implement complex automation systems. This necessitates a pragmatic and phased approach to agility implementation, focusing on high-impact, low-cost initiatives.

Another challenge is resistance to change. Employees and even management in SMBs may be resistant to adopting new ways of working, particularly if they perceive agility as adding complexity or disrupting established routines. Overcoming this resistance requires effective change management, clear communication, and demonstrating the tangible benefits of agility.

A potentially controversial aspect within the SMB context is the perceived overemphasis on speed and rapid iteration at the expense of strategic planning and long-term vision. Some critics argue that agile methodologies, particularly in their extreme forms, can lead to a short-sighted focus on immediate deliverables and a neglect of long-term strategic goals. This concern is particularly relevant for SMBs that need to balance agility with strategic direction and sustainable growth. However, this critique often stems from a misunderstanding of agile principles.

Agility is not about abandoning planning but about adapting plans based on feedback and changing circumstances. Strategic planning and agility are not mutually exclusive but rather complementary capabilities.

Another controversy revolves around the suitability of certain agile frameworks for all types of SMBs. While frameworks like Scrum and Kanban are widely applicable, their effectiveness can vary depending on the industry, organizational culture, and specific business context of the SMB. A blanket application of agile methodologies without careful tailoring and adaptation can lead to suboptimal results.

Therefore, SMBs need to critically evaluate different agile frameworks and methodologies and choose those that best align with their specific needs and context. The Clarification of these challenges and controversies is essential for SMBs to approach agility implementation with realistic expectations and a nuanced understanding of potential pitfalls.

Strategic Automation for Advanced-Level Agility in SMBs

To achieve advanced-level Organizational Agility, SMBs need to move beyond tactical automation and embrace strategic automation. This involves leveraging automation not just to improve efficiency but to fundamentally transform business processes, create new capabilities, and drive strategic innovation. The Explication of strategic automation Meaning ● Strategic Automation: Intelligently applying tech to SMB processes for growth and efficiency. requires understanding its transformative potential.

1. AI-Powered Decision Support Systems ● Implementing AI-powered systems that provide advanced analytics, predictive insights, and automated decision recommendations. These systems can enhance strategic decision-making, improve forecasting accuracy, and enable proactive adaptation to market changes. For example, AI-driven market intelligence platforms or predictive maintenance systems.
2. Hyperautomation and Intelligent Process Automation (IPA) ● Moving beyond RPA to hyperautomation, which combines RPA with AI, machine learning, and other advanced technologies to automate end-to-end business processes intelligently. IPA enables SMBs to automate complex, knowledge-based tasks, optimize workflows dynamically, and achieve unprecedented levels of operational agility.
3. Cloud-Native and Serverless Architectures ● Adopting cloud-native and serverless architectures to build highly scalable, resilient, and agile IT infrastructure. These technologies enable SMBs to rapidly deploy new applications, scale resources on demand, and adapt IT infrastructure to changing business needs with minimal overhead. Cloud agility is a cornerstone of overall Organizational Agility.
4. Low-Code/No-Code Platforms for Citizen Development ● Empowering business users to build and deploy their own applications and automation solutions using low-code/no-code platforms. This democratizes automation, accelerates innovation, and enables faster response to changing business requirements. Citizen development fosters a culture of agility and empowers employees to drive process improvements.

The Substance of strategic automation is its ability to create a self-improving, self-adapting, and self-innovating organization. For SMBs, this translates to a significant competitive advantage in the long run. However, implementing strategic automation requires a clear vision, a well-defined roadmap, and a commitment to continuous learning and adaptation. The Delineation of these strategic automation approaches provides a pathway for SMBs to achieve the highest levels of Organizational Agility.

In conclusion, advanced-level Organizational Agility for SMBs is a sophisticated and strategic capability that goes beyond basic responsiveness. It involves proactively shaping the environment, leveraging change as a source of competitive advantage, and continuously evolving to meet future challenges. By understanding the advanced definition, analyzing business outcomes, addressing challenges, and embracing strategic automation, SMBs can unlock the full potential of Organizational Agility and achieve sustained success in the complex and dynamic business landscape of the 21st century. The Essence of advanced-level agility is about building a truly adaptive and future-proof organization.