The ability of organizations to sense and respond to changes—defined as organizational agility—is considered by senior executives among their top information technology (IT) concerns as an important ability for organizations on their quest toward sustained competitive advantage. However, every transformation toward agility also comes at a cost, requiring resource commitment and IT landscape changes. We present examples of successful and unsuccessful attempts at achieving agility while leveraging IT. Our presented cases focus on information systems development agility, customer agility, and entrepreneurial agility. Our findings suggest that agility is neither achieved easily, nor is a guarantor for success. Depending on the context and implementation of organizational agility, however, it can significantly improve process and product performance. We develop a three-pronged view consisting of a functional, temporal, and ambidextrous view to resolve these challenges. We end with three recommendations for practitioners that seek to shape their organization's journey toward agility.

中文翻译：

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对组织敏捷性的三管齐下的看法

高管们认为，组织感知和响应变化的能力（定义为组织敏捷性）是他们对顶级信息技术（IT）的关注，是组织寻求持续竞争优势的重要能力。但是，每次向敏捷性转变都需要付出一定的代价，这需要资源投入和IT环境的变化。我们提供了在利用IT方面实现敏捷性的成功和失败尝试的示例。我们介绍的案例集中于信息系统开发敏捷性，客户敏捷性和企业家敏捷性。我们的发现表明，敏捷性既不容易实现，也不保证成功。但是，根据组织敏捷性的上下文和实现，它可以显着改善流程和产品性能。我们开发了一个三管齐下的视图，其中包括功能，时间和灵活性的视图，以解决这些挑战。最后，我们为从业者提出了三项建议，以帮助他们塑造组织实现敏捷性的旅程。