  This study uses 125 responses from companies of all sizes headquartered in
Germany, Switzerland, France and UK to reveal perceptions of the drivers of
organisational agility. It further investigates current understanding of
managing principles of multiple organisational dimensions such as culture,
values, leadership, organisational structure, processes and others to achieve
greater organisational agility. The data set is disaggregated into four major
profiles of agile organisations: laggards, execution specialists,
experimenters, and leaders. The approach to agile transformation is analysed by
each of those profiles. While the positive effect from a more holistic approach
is confirmed, leaders tend to focus more on processes and products rather than
project work. Respondents perceive that IT, product development and research
are most agile functions within their organisations, while human resources,
finance and administration are considered being not agile. Further,
organisations with higher levels of organisational agility tend use more than
one agile scaling framework. Implications on theories of agile transformations
and organisational design are discussed.
