Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times

Chapter 4

Agility

The capability to move rapidly and flexibly in order to shape or adapt to the opportunities or threats arising from uncertainty

Build your capability to respond. Do this quickly, in terms of the right processes and systems so that when the next shock comes around and a new area of uncertainty comes up, you’re ready. Or if it is a prolonged period of uncertainty then you have the systems and processes in place to allow you to respond to that period.

Ian Howells, Honda Europe

THE EXPERIENCE OF CRISIS and prolonged uncertainty has given new life and urgency to the notion of agility for many international businesses. Many of the companies that took part in the managing uncertainty survey carried out for this book are working on how they can become better able to respond quickly and flexibly to unexpected change and surprising events, and more adept at shaping events to their advantage. Up to now, when faced with a changing, uncertain and potentially volatile operating environment, some companies have simply stood by, waiting for trends to become clearer, while some have been taken unawares by a threat that has emerged from the fog of uncertainty. Others, however, have focused on processes and structures that enable them to act nimbly in response to change and to take advantage of unexpected opportunities.

Fleet of foot

Much has been written about agility as a trait of innovative companies that succeed through bold competitive moves. Apple is seen as “king” of agile ...