Many top teams are trying to make sense of Agility, but some are unaware that too much or too little agility can be dysfunctional. Recent case studies have shown that if the pursuit of agility is wrongly implemented or mis-managed, it can be profoundly destructive by undermining strategic coherence or adding costs without adding benefits.

Two key questions can be asked to gain insight into an agility strategy:

How much – and what kind of – agility do we HAVE?
and
How much – and what kind of  agility– is REQUIRED?

It turns out that it’s not really possible to answer the first question without answering the second.
When these questions are explored together, an enterprise will have more clarity about what is needed to apply necessary agility in the right ways, to the right extent, and in each function or situation. We refer to this as achieving Requisite Agility.