The majority of CEOs have a top-five priority to-do which is to ‘drive my organisation to become productively agile and, therefore, future-ready in a world experiencing revolutionary change’. So, the big question for CEOs to answer is ‘how are we to be agile in ways that are functional, not dysfunctional?’ 

 

Agile Dysfunction is to (i) have too much or too little agility; (ii) adopt a dysfunctional type of agility; (iii) be agile in the wrong places; (iv) prioritise short-term agility, without developing sufficient resilience to cope with future challenges and (v) fail to acquire the foundational capabilities required to underpin organisational agility.

 

Despite these hazards an increasing number of companies and not-for-profit organisations have no option but to search for ways to become productively agile in ways that are fit-for-purpose in a world experiencing revolutionary change. 

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Requisite Agility has been developed from 20 years of research into how companies and not-for-profit organisations succeed in adopting agile mindsets, skillsets and processes while achieving efficiency, effectiveness, reliability, risk-management, quality, responsibility and organisational coherence. There is no one-size-fits-all solution. Adopting Requisite Agility enables an organisation to identify needs in depth, select the optimal agile management models and integrate agility within other managerial requirements.