An agile business is defined as the ability to “renew itself, adapt, change quickly, and succeed in a rapidly changing, ambiguous, turbulent environment.”
Yet, is this merely a boardroom ideal, a “nice to have” for companies seeking to appear modern? Or a real necessity in today’s climate of constant uncertainty? Does agility align with the growing ecological and social responsibilities businesses face?
Modern day businesses often play on the word “agile”, with the key concepts being to become adaptable to the current environment, and respond in haste to difficulties that arise.
Good Life X (GLX), as an innovation and development catalyst that is set to lead the future of Sri Lanka as the beacon of South Asia, thinks differently. GLX defines agility as being adaptive, present, and aware, resilient yet built for impermanence, and able to navigate change with clarity, purpose, and fluidity in a constantly shifting world.
These qualities, combined with inclusivity, abundance, and joyfulness, form the foundation of a regenerative mindset which is essential for businesses seeking to thrive in the future.
Agility aligns with the growing ecological and social responsibilities businesses face because it emphasises adaptability, responsiveness, and a cycle of learning, essential in a rapidly changing world.
As environmental crises and social inequalities intensify, businesses are expected to act swiftly, ethically, and effectively. Agility enables organisations to pivot their strategies, adopt regenerative practices, and engage meaningfully with all connected stakeholders.
To be regenerative in business is to actively integrate environmental and societal wellbeing into core operations, shifting from a mindset of simply “doing less harm” to one of “doing more good”.
Good Life X has co-created a comprehensive framework surrounding businesses and regenerative activities, which we believe is the future of business and the world.
The Thrive Canvas, which reimagines the original Business Model Canvas into nine interconnected pillars. These pillars guide businesses to shift their mindset; not only to generate profit but to do so while creating positive impact for both communities and the environment.
Contact Good Life X at ‘connect@goodlifex.com’ to learn more.
Agility is all around us
A popular saying, “change is the only constant”, serves as a vital reminder that the world requires change, and those who do not will fail to survive. Agility builds upon the idea that one must adapt, refine and ultimately convert to what the future demands.
Initially, for an organisation, this enables them to anticipate what lies ahead, whether they are opportunities or challenges, and being able to flex their proverbial muscles to ride the waves.
Braver companies are ready to drop what does not and what will not work for their future, their core activities, means of work and communication, or even their stakeholders.
Nature herself has proven to be agile. In the instance of bamboo, its impressive flexibility in bending without breaking in harsh wind was a biological solution to its environment’s conditions.
This is an excellent example of nature’s own acceptance of the concept of change; as the shoots of the bamboo withdraw from what used to be, and therefore embrace what is, despite the circumstances not being what it is used to.
Businesses can evolve to do the same, and as illustrated above, it is no longer an option of whether it must, but rather a question on how quickly it can change.
The acceptance of impermanence and the acknowledgement that nothing is made to last is another core facet of agility. Japanese architecture is a clear representation of how ephemerality, the concept of lasting for a short period of time, is embraced rather than resisted.
Japanese structures intentionally utilise material which decay and lose its value over time, therefore requiring change to continue its existence. The culture celebrates wabi-sabi, the acceptance of imperfection, transience and impermanence, which is a pivotal reminder to all of us that change is inevitable, and it can be met with positivity and optimism rather than negativity and resistance.
A local example is the Sri Lankan born transportation application, PickMe Sri Lanka. It is a Sri Lankan success story in agility, which was recognised by the World Agility Forum during the pandemic in 2021.
Their well-deserved recognition arises from their digital platform, which, as CEO Zulfer Jiffry states, was “resilient and pivotal” and allowed the business to differentiate its services to suit the changing demands of consumers.
PickMe understood that it cannot run its business as normal; therefore they embraced the impermanence of their previous ventures in a wildly fluctuating situation, which then drew the need to “stay relevant to our employees, partners, community and government”.
This mindset kicked off a series of agility-based measures for the business to survive and thrive in uncertainty. Their success underscores the need to have flexible mediums in place in cases of uncertainty, the ease to restructure and rebuild as the need dictates and the power of having a team to ride the waves in unison.
In summation, businesses should not fear change. Uncertainty can be an opportunity to evolve and become dynamic to the challenges and expectations of the future. Leaders on the board must remember to prioritise flexibility, openness to the unknown and embrace impermanence as their norm, rather than holding onto tight, structured qualities which are quickly becoming a thing of the past.
The world will evolve on its own. Nature will find her ways to adapt, and time will play its part. As Peter Drucker notably stated, “the greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic”.
Therefore, the question remains: Are you ready to lead with the agility that tomorrow demands?
(The views and opinions expressed in this article are those of the author, and do not necessarily reflect those of this publication.)