The main strategic pillars for an organizational agility in times of economic and health crises
DOI:
https://doi.org/10.5281/zenodo.7711375Keywords:
Agility, Changes, Crisis, Organizational agility, Organizational reconfiguration, Uncertainties, Strategic pillarsAbstract
This article analyses the main strategic pillars for an organizational agility in times of economic and health crises. A concept that makes the headlines to aid the actual economic, social and environmental uncertainties encountered by the organizations. Nowadays, crisis management and agility is a critical exercise and challenge for firms in a world, that is highly characterized by uncertainties, changes and complexity. For that, organizations must implement crisis management procedures and plan of actions; that are regularly updated; by taking into consideration the fast growing technologies and the new managerial approaches. Crisis must be expected and firms must be prepared for all their eventual financial, economic and social impacts. For that, the concept of agility is important to be defined and analysed to understand its implication and levers. Previous researches defined the agility as the capacity of a firm to implement quickly an organizational reconfiguration in order to respond swiftly to a change. For that, organizational agility must consider all the key components of a change management process in order to exploit, under any situation, and in real-time, all the opportunities offered through the change.
This paper reviews the different key elements to analyse within an organization for flexible processes and high performance through the 7S McKinsey model. The model describes how agility can be achieved in an organization thanks to seven key elements: Systems, staff, skills, shared value, structure, style and strategy. It also analyses the actions to take in the different situations of problems and uncertainties according to the Cynefin Model instituted by David Snowden in 1999. An organization must be able to categorize a situation by defining its causes and effects in order to execute an adapted agile strategy. Furthermore, we demonstrate in this paper that through the implementation of the ten developed enablers of organizational agility, the culture of adaptability will improve, and the firms will respond quickly to changes and attend efficiency in times of economic and health crises.
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