The word “agility” has been presented as a panacea for many corporate ills, including overcoming organizational rigidity. Many “rigid” organizations continue to use 20th century systems that are top-down command-and-control, with burdensome processes of governance and tooling that reinforces compliance over creativity and enablement. Some businesses also begin to “do agile” and “embrace agility” without a clear consensus on its definition or how it can help the company succeed in the fast-paced 21st century.
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