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Business agility is the "ability of a business system to rapidly respond to change by adapting its initial stable configuration".〔Wieland, A., Wallenburg, C.M., 2012. Dealing with supply chain risks: Linking risk management practices and strategies to performance. International Journal of Physical Distribution & Logistics Management, 42(10).〕 Business agility can be maintained by maintaining and adapting goods and services to meet customer demands, adjusting to the changes in a business environment and taking advantage of human resources. In a business context, agility is the ability of an organization to rapidly adapt to market and environmental changes in productive and cost-effective ways. The agile enterprise is an extension of this concept, referring to an organization that utilizes key principles of complex adaptive systems and complexity science to achieve success.〔Dyer, L. and Ericksen, J. (2009). Complexity-based Agile Enterprises: Putting Self-Organizing Emergence to Work. In A. Wilkinson et al (eds.). The Sage Handbook of Human Resource Management. London: Sage: 436–457.〕 One can say that business agility is the outcome of Organizational intelligence. == Overview == The agile enterprise strives to make change a routine part of organizational life to reduce or eliminate the organizational trauma that paralyzes many businesses attempting to adapt to new markets and environments.〔Hamel, G. & Valikangas (2003). The Quest for Resilience. Harvard Business Review, September: 52–63.〕 Because change is perpetual, the agile enterprise is able to nimbly adjust to and take advantage of emerging opportunities. The agile enterprise views itself as an integral component of a larger system whose activities produce a ripple effect of change both within the enterprise itself and the broader system.〔Holbrook, M. (2003). Adventures in Complexity. Academy of Marketing Science Review, 6: 1–181.〕 Enterprise architecture as a discipline supports business agility through a wealth of techniques, including layering, separation of concerns, architecture frameworks, and the separation of dynamic and stable components. The Model of Hierarchical Complexity (MHC) - a framework for scoring the complexity of behavior developed by Michael Commons and others since the 1980s - has been adapted to describe the stages of complexity in enterprise architecture.〔Evernden, R. ''( Mastering Complexity to Drive EA Productivity )'', Cutter Consortium Executive Report, Vol. 16, No. 1, 2013〕 One type of enterprise architecture that supports agility is a non-hierarchical organization without a single point of control.〔Stacey, R., Griffin, D. & Shaw, P. (2000). Complexity and Management: Fad or Radical Challenge to Systems Thinking? London: Routledge.〕 Individuals function autonomously, constantly interacting with each other to define the vision and aims, maintain a common understanding of requirements and monitor the work that needs to be done. Roles and responsibilities are not predetermined but rather emerge from individuals’ self-organizing activities and are constantly in flux. Similarly, projects are generated everywhere in the enterprise, sometimes even from outside affiliates. Key decisions are made collaboratively, on the spot, and on the fly. Because of this, knowledge, power, and intelligence are spread through the enterprise, making it uniquely capable of quickly recovering and adapting to the loss of any key enterprise component. In business, projects can be complex with uncertain outcomes and goals that can change over time. Traditionally these issues were dealt with by planning experts that would attempt to pre-determine every possible detail prior to implementation; however, in many situations, even the most carefully thought out projects will be impossibly difficult to manage. Agile techniques, originating from the software development community, represent an alternative approach to the classic prescriptive planning approaches to management. The main focus of agile methods is to address the issues of complexity, uncertainty, and dynamic goals, by making planning and execution work in parallel rather than in sequence to eliminate unnecessary planning activity, and the resulting unnecessary work. Agile methods integrate planning with execution allowing an organization to "search" for an optimal ordering of work tasks and to adjust to changing requirements. The major causes of chaos on a project include incomplete understanding of project components, incomplete understanding of component interactions and changing requirements. Sometimes requirements change as a greater understanding of the project components unfolds over time. Requirements also change due to changing needs and wants of the stakeholders. The agile approach allows a team or organization of collective trust, competence and motivation to implement successful projects quickly by only focusing on a small set of details in any change iteration. This is in contrast to non-agile in which all the details necessary for completion are generally taken to be foreseeable and have equal priority inside of one large iteration. 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Business agility」の詳細全文を読む スポンサード リンク
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