by Philip Boxer
What is at stake is the ability of organisations to organise themselves around the needs of their customers, instead of requiring their customers to organise themselves around what the organisation is able to provide.
by Philip Boxer
In the previous blog on the three agilities, a list of benefits identified by a Gartner report on agility (”The Age of Agility”, 2002) was organised into three groups corresponding to three types of agility. Why? And what does this tell us about what is required to deliver type III agility?
by Philip Boxer
This post introduces three forms of agility. Looked at in terms of competitive advantage, Agility I and II can contribute to greatly improved operational efficiencies and effectiveness in relation to defined forms of demand.
But it is Type III agility that is needed to cope with turbulent or dynamic markets in which the supplier faces significant variety in the forms of demand it is encountering.
