Beyond Agile Teams: How Business Agility Future-Proofs Your Organization

In one organization I worked with, the goal of the transformation suddenly shifted to "We must start 100 agile teams."

My response was blunt: "If we start 100 agile teams, we’ll get 100 agile teams. But will they work toward the same goal? Will the organization itself become agile? Will the processes surrounding these teams change on their own? What will be the outcome when we set a goal based on a vanity metric like the number of teams?"

This well-intentioned but misguided approach highlights a critical truth about agility—it’s not something that can be imposed or implemented in isolation. Agility isn’t a tool or a checklist for teams; it’s a mindset and a cultural shift for the entire organization. It demands commitment from leadership, engagement from teams, and an organizational willingness to embrace continuous learning, feedback, and adaptation—across the entire company.

The real question is no longer whether organizations need agility—they do. Those who think they don’t will soon be relics of the past. The agile era isn’t over; in fact, it’s the new business standard. But agility isn’t just about starting agile teams or "doing agile." It’s about recognizing two interrelated but distinct aspects of agility: Team Agility and Business Agility. While agile teams are the engines that deliver value quickly and iteratively, Business Agility ensures that the entire organization—from leadership to frontline teams—can adapt to the fast-changing business landscape and truly be agile.

In this article, we’ll explore how both Team Agility and Business Agility are critical for success. Cultivating one without the other is a dangerous gamble, leaving your organization vulnerable in today's volatile, unpredictable world. So, let’s do it!

Defining Team Agility and Business Agility

Let’s start by defining the two types of agility:

Team Agility is a team's ability to rapidly adapt to changing demands, customer feedback, and internal challenges. Agile teams focus on delivering value iteratively, learning continuously, and constantly improving their processes. They operate in short cycles, frequently inspect and adapt their work, and prioritize collaboration, transparency, and efficiency. Team Agility ensures that teams can respond quickly to evolving priorities while maintaining high levels of engagement and productivity.

Business Agility, on the other hand, is an organization’s ability to respond quickly and effectively to changes in the market, customer needs, emerging technologies, and economic or political disruptions. It requires aligning strategy, operations, and culture to ensure long-term success in a volatile world. A truly business agile organization delivers in short cycles, adapts continuously, and seizes every opportunity to learn and evolve—ultimately becoming a learning organization.

Connecting the Agile Manifesto to Team and Business Agility

The Agile Manifesto outlines four core values—Individuals and interactions over processes and tools, Working systems over comprehensive documentation, Customer collaboration over contract negotiation, and Responding to change over following a plan. These values are essential for both Team Agility and Business Agility, but they manifest differently depending on the scope. Note that I’ve deliberately substituted software with systems. The agile principles apply universally—not just to software, but to any form of value delivery, whether it's hardware, integrated solutions, or services.

In the context of Team Agility and Business Agility, these values take on different dimensions. Agile teams deliver value iteratively, but the surrounding organization must adapt to support and enable them. The broader organization’s main role is to empower these teams to deliver value. For an organization to be truly agile, it must scale these principles across every function—creating a dynamic, learning organization that can respond to external changes in the business environment. This means extending agility beyond teams, ensuring the entire organization is structured and aligned to support the delivery of value.

This is the core of Business Agility:

• Business Agility is an organization’s ability to rapidly adapt to market shifts, emerging technologies, evolving customer needs, and disruptions—while maintaining its core values and strategic direction.
• Business Agility is holistic, encompassing strategy, operations, culture, development, and leadership alignment throughout the organization, including partners such as customers and suppliers.
• Business Agility supports teams in being agile, removing organizational impediments—the wet blanket stifling their ability to innovate and adapt.

Why Business Agility Is Essential

Organizations that can anticipate and adapt to change will thrive. Those that can’t will fall behind—fast. The speed of technological advancement, shifting customer expectations, and fierce competition demand more than operational efficiency. Organizations need to be strategically agile.

Business Agility allows organizations to:

• Respond to Market Disruptions: Agile businesses don’t just react; they pivot when necessary, staying ahead of competitors and market shifts.

• Stay Aligned with Customer Needs: In a customer-driven world, staying close to evolving customer needs is crucial. Business Agility ensures that customer feedback isn't just heard but is strategically embedded into decision-making processes.

• Foster a Culture of Innovation: Agile organizations experiment, take risks, and fail fast—creating an environment where innovation thrives and employees are empowered to improve continuously.

• Align Teams and Strategy: Even the most agile teams can’t contribute to long-term success if they’re not aligned with the organization’s broader strategy. Business Agility ensures that teams work toward shared goals that advance the organization’s objectives.

• Become a Workplace Where People Thrive: Business Agility helps create an environment where employees can grow, innovate, and feel empowered—a place where people become awesome.

Real-World Examples of Business Agility

The global pandemic was a make-or-break moment for many organizations. Zoom is a prime example of how agility turned crisis into opportunity. Already a leader in video conferencing, Zoom rapidly scaled its infrastructure to handle the massive surge in users during the pandemic. They didn’t stop there—Zoom expanded services for education and remote work and introduced enhanced security features in response to "Zoombombing." This ability to adapt and scale while maintaining service quality is the essence of Business Agility.

Another strong example is Revolut, a fintech company that rapidly launched new financial services like cryptocurrency trading and stock options by delivering MVPs, gathering feedback, and iterating based on real-world use. This approach allowed Revolut to quickly diversify its offerings and stay relevant in a fast-evolving market. Revolut’s ability to adjust based on customer feedback highlights how Business Agility fosters innovation and maintains a competitive edge.

What Business Agility Is Not

There are many misconceptions about Business Agility that need to be cleared up:

• Not Just Team Agility: Having 100 agile teams doesn’t mean your organization is agile. Without alignment, those 100 teams could be moving in 100 different directions and struggling with cooperation and dependencies. Business Agility ensures cohesive, organization-wide alignment and cooperation.

• Not Limited to IT: While agility may have started in software development, Business Agility applies across all functions—from marketing and finance to operations and leadership. It’s about creating an organization that adapts as a whole.

• Not an Excuse to Avoid Strategy: Agility doesn’t mean abandoning strategy. It requires a strong, well-communicated vision and clear goals, but with the flexibility to adapt when necessary—based on measurable facts from real-world experience.

Final Thoughts: The Synergy Between Team Agility and Business Agility

In a world of accelerating change, no organization—big or small—can rely solely on Team Agility or Business Agility. These are not competing concepts, but complementary pillars of a future-ready organization. Team Agility drives the day-to-day delivery of value, while Business Agility ensures that the organization’s strategy and processes are aligned to support that delivery.

Without Business Agility, agile teams risk being smothered by a rigid, outdated organization that acts like a wet blanket, stifling their ability to innovate and adapt.

The question is no longer "Do we need agility?" It’s "How do we cultivate both Team Agility and Business Agility to thrive in a world of constant, unpredictable change?"

It’s not enough to just launch agile teams or implement an agile framework in one department or within IT alone. What’s needed is a shift in mindset, values, and culture across the entire organization, regardless of size. Only then can organizations truly harness the power of agility and position themselves to thrive in an increasingly complex and fast-paced world.

Last updated Sep 18, 2024