How to Develop Organisational Agility: its all about this one thing

How to Develop Organisational Agility and Intelligence

How to develop organisational agility

How to Develop Organisational Agility

How to Develop Organisational Agility. Many organisations want to develop greater agility and better knowledge management in the face of uncertainty and change. A new study looks at what it is that helps to create greater levels of agility and intelligence / knowledge management capability.


Agility and learning


The big 3 factors for organisational success during times of change


Three main factors are coming out of the research as being key to the ability of organisations to survive and prosper in the current hyper-competitive and rapidly changing world are:


1.    Organisational Intelligence

2.    Organisational Agility, and

3.    Organisational Learning.


A new study has looked at the links between these three factors to investigate the nature of the relationships between them.


99% of everything you are trying to do...

...has already been done by someone else, somewhere - and meticulously researched.

Get the latest research briefings, infographics and more from The Oxford Review - Free.

We won't send you spam. Unsubscribe at any time. Powered by ConvertKit


Organisational intelligence


Organisational intelligence is seen as the capacity of an organisation to create, store, disseminate and strategically use up-to-date knowledge to further its goals and develop competitive advantage, or in the public service industry to achieve its social aims.


Organisational agility


This is the ability of an organisation to rapidly adapt and respond appropriately to changes in the environment, intelligence / knowledge or markets or to create change so that either they gain competitive advantage or achieve their aims.


Organisational learning


This is the ability and capacity of the organisation to systematically learn from the intelligence it has and the situations (experience) it finds itself in to develop and improve in its mission or goals. Organisational learning is how an organisation changes and stays relevant as the environment shifts and changes.


Organisational learning as a mediator


The researchers found that organisational learning is the ‘mediator’ between organisational intelligence and organisational agility. In other words, it is that ability and capacity of the organisation to learn that underpins its agility and use of intelligence.


This is an important finding because efforts to improve organisational agility or organisational intelligence really need to start by increasing the capacity of the organisation to learn. Increasing learning capacity is the key to how to develop organisational agility.


Reference – available to members 


Why you really need to align your learning and knowledge management

Be impressively well informed

Get the very latest research intelligence briefings, video research briefings, infographics and more sent direct to you as they are published

Be the most impressively well-informed and up-to-date person around...

Powered by ConvertKit
Like what you see? Help us spread the word

David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page