The Evolving Landscape of Strategic Management Agility in Turbulent Times
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Abstract
This study examines the dynamics of Strategic Management Agility in Turbulent Times, attempting to understand how organizations adapt and respond to uncertainty and rapid change. The study's objective is to identify key factors impacting strategic management agility and investigate ways for enhancing organizational resilience and adaptation. The study employs the adaptive cycle model to examine the changing landscape of strategic management agility in stormy times. C.S. Holling established the Adaptive Cycle Model, which provides a conceptual framework for understanding and controlling change in complex systems such as ecosystems, social systems, and organizations. The paradigm is based on the idea that systems go through recurrent cycles of growth, conservation, release, and rearrangement, highlighting the importance of flexibility and resilience in navigating these cycles. The study reveals that organizations with strong leadership, flexible organizational structures, and proactive risk management systems have higher levels of strategic management agility. The report also emphasizes the value of innovation, cooperation, and continual learning in cultivating agility and resilience during challenging times. Furthermore, the study emphasizes the importance of technology, digital transformation, and sustainable finance in defining organizations’ reactions to external disturbances. In conclusion, the study emphasizes the relevance of strategic management agility in enabling organizations to survive in the face of uncertainty and change. Organizations may strengthen their resilience and position themselves for long-term success in a dynamic and unpredictable business environment by embracing change, investing in innovation, and cultivating an adaptable culture.