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Over the past couple of years, business agility has become one of the more interesting new paradigms of the Internet economy. Unfortunately, it remains a very hyped subject with very little practical applications. The IT vendors are claiming to bring us the solutions that will enable the agile enterprise, but is business agility really something you can buy and install?

Businesses already have tools to support strategic planning to lower cost, increase quality, and decrease time to market. Agility is another, albeit new and different, factor that proactive managers will use in designing the future of their organizations. A central issue is how to create a strategy that has the most beneficial balance of agility with other qualities. Such decisions have a life cycle. And at the end of the planning life cycle, we have the situation where a strategy has been created. The questions are what decisions are the correct ones to support that strategy, to attain the desired agility. Our agility metrics support this end of strategic planning.

Why wouldn't every organization flock to the vision of an agile, transparent, people-centered, and collaborative team? Let's count the reasons.

In life and in business, agility is a major advantage. However, in life it seems to come more or less naturally, while in business it seems an impossible dream. Some thoughts on change.

Today's enterprises are increasingly facing challenges of rapid change, hyper-competition and complexity. Old methods and structures can no longer support the agility that is needed. Time for a radical management makeover?

We live in a networked economy. The Internet, e-mail, mobile telephony, they all make our way of communication easier, faster and independent of time and location. But is it also getting any better?

This blog is focused on "exploding" old concepts and thinking about economies, organizations, communities, and groups.\n\nWe will focus on patterns of connectivity and self-organizing behavior in economic and social networks and how these new structures lead to resilience, adaptability, agility, transparency, and innovation.

"Wrangling complexity: the service-oriented company"

Over the past years, better and more cost effective communication capabilities have been the main drivers for evolutions such as internationalisation, globalisation and outsourcing. Indeed, this improved communication capability has been an enabler for various new and more complex forms of collaboration. At the same time, organisational structures are growing thinner. Is there still room for the traditional company?