How to avoid the agility trap: In an environment of rapid change, trying to adapt to every shift can lead to chaos. Instead, keep your eye on what remains constant.
By: Liao, Jianwen and Zhu, Feng
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BookPublisher: Harvard Business Review Description: 102(6), Nov-Dec, 2024: p.125-133.
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Harvard Business ReviewSummary: Agility is all the rage in strategy circles these days. According to conventional wisdom, organizations should rapidly react to technological advances, new market dynamics, and shifting consumer preferences. But in practice this is nearly impossible to pull off, because the environment is evolving much faster than firms can respond to. The consequences of trying to keep up with every change are stark: the erosion of competitive advantages, a myopic focus on the short term, and organizational chaos. In their research the authors have repeatedly seen that in volatile environments, firms anchoring their strategies in a few enduring factors, rather than many transient ones, are more likely to achieve sustainable growth. This approach is called strategic constancy. It involves recognizing the fundamental aspects of the company’s business model—its core values, customer relationships, brand identity, and key competencies—and remaining dedicated to them despite external pressures. It emphasizes depth over breadth—deepening the company’s competitive advantage in its core areas rather than spreading efforts thinly over many- Reproduced
https://hbr.org/2024/11/how-to-avoid-the-agility-trap
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 102(6), Nov-Dec, 2024: p.125-133 | Available | AR133990 |
Agility is all the rage in strategy circles these days. According to conventional wisdom, organizations should rapidly react to technological advances, new market dynamics, and shifting consumer preferences. But in practice this is nearly impossible to pull off, because the environment is evolving much faster than firms can respond to. The consequences of trying to keep up with every change are stark: the erosion of competitive advantages, a myopic focus on the short term, and organizational chaos. In their research the authors have repeatedly seen that in volatile environments, firms anchoring their strategies in a few enduring factors, rather than many transient ones, are more likely to achieve sustainable growth. This approach is called strategic constancy. It involves recognizing the fundamental aspects of the company’s business model—its core values, customer relationships, brand identity, and key competencies—and remaining dedicated to them despite external pressures. It emphasizes depth over breadth—deepening the company’s competitive advantage in its core areas rather than spreading efforts thinly over many- Reproduced
https://hbr.org/2024/11/how-to-avoid-the-agility-trap
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