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The Top 10 Key Points ...

  • 1. This chapter introduces and defines the organizational agility model of performance.
  • 2. This Organizational Agility model is based on the earlier work of Rosabeth Moss Kanter, who claims that organizational performance is inextricably tied to speed.
  • 3. Speed is synonymous with organizational agility, maneuverability, and flexibility.
  • 4. Innovative speed means being in the marketplace first with the goods and services that customers want and need.
  • 5. Processing speed involves dispensing everything through the organization as quickly as possible.
  • 6. Recovery speed refers to the speed it takes to respond to a customer problem satisfactorily.
  • 7. Continuous improvement agility is improving on something that already exists.
  • 8. Customer responsiveness is the agility of reacting to the needs of the customer.
  • 9. Problem-solving agility is about solving problems, predicaments, and dilemmas.
  • 10. The dimension of changing direction is a culmination of the other six dimensions of agility.


  • 1. Nelson, F. (2014). Firms slow to change with the time.
  • 2. Kanter, R.M. (1995). Mastering change. In S. Chawla & J. Renesch (Eds), Learning organizations: Developing cultures for tomorrow’s workplace (pp. 71-83). Portamd, OR: Productivity Press.
  • 3. d50c0532e714e12b
  • 4. Baker, T. (2013). The end of the performance review: A new approach to appraising employee performance. London: Palgrave Macmillan.
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  • 7. Economic Intelligence Unit (2009). Organisational agility: How businesses can survive and thrive in turbulent times. London: Economic Intelligence Unit.
  • 8. Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments.
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