Book Summary – Exploiting Agility for Advantage: A step-by-step process for acquiring requisite organisational agility

Abstract

In the second section of part 1, there is a further definition of organizational agility, using an example and then the author provides the EAfA definition of organizational agility, which explains it as an aligned set of attributes that enable an organization to (1) adapt proactively and intelligently to situational changes; (2) create or find, select, and responsibly exploit, sufficient numbers of promising opportunities to gain comparative or competitive advantage; (3) robustly avoid or mitigate threats and (iv) acquire the full range of assets, resources and competences needed to thrive in a different future. A quick guide to identifying promising opportunities is provided, and does say that there is no definitive method for telling the difference between promising and un-promising opportunities, but if managers use evidence-based methods in decision making, and understand costs, risks, strategic fit and potential benefits, then risks are greatly reduced. Five paths are given for taking the steps of the EAfA process, and the first four are resonant with the colors of ski runs: the green path is a gentle orientation; the blue path is for beginners; the red path is for an intermediary level so more comprehensive than the others but localized; black is for those who want to make a full commitment; the final path is for those who do not want to use EAfA as a process but still want to learn from the tools and techniques provided.