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Creating a Culture of Agile Leaders: A Developmental Approach
Creating a Culture of Agile Leaders: A Developmental Approach

In This White Paper

October 2017 | Leadership | Business Agility

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To enjoy sustained success in this turbulent environment, organisations in all sectors need to develop a level of agility that matches this unprecedented level of change and complexity.

Written by the Agile Business Consortium Culture and Leadership Working Group

Creating a Culture of Agile Leaders: A Developmental Approach


The globalised economy and the spread of connective technologies force the pace of change and the degree of complexity to shift for organisations to an entirely new level. To enjoy sustained success in this turbulent environment, organisations in all sectors need to develop a level of agility that matches this unprecedented level of change and complexity. This means learning to navigate constant change and to effectively manage increasing interdependencies with customers, strategic allies and other stakeholders—including the planet itself.

As James McNerney, the respected CEO of Boeing says, “Institutionally, the ability to be agile enough is the gut issue in leading an organisation today” (Geoffrey, 2006). Yet most of today’s organisations operate at a level of agility better suited for a less-demanding era (Economist Intelligence Unit, 2009). Who will create and lead the Agile organisations we need? The answer must be Agile leaders. There is a huge need for Agile leaders and leadership cultures that model and support agility across the enterprise. To help make this happen, human resource executives need to gain a clear understanding of what leadership agility is, how it can be assessed and how increased levels of agility can be developed—in executives, in high-potential managers and throughout the organisation. 

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