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Organisational Agility and the Public Sector

In: The Palgrave Handbook of Strategy, Change and Transformational Project Leadership

Author

Listed:
  • Adam Terragnoli

    (The MITRE Corporation)

  • Shelley Kirkpatrick

    (The MITRE Corporation)

Abstract

Like for-profit organizations, government agencies also require organizational agility—the ability to sense and respond to changes in a timely and effective manner to be able to carry out their public service missions. While many aspects of organizational agility are the same across for-profit and government organizations, some unique aspects exist. Specifically, government organizations need to sense changes in their environments, yet do not have competitors in their landscapes. And, of course, for-profit organisations aim to increase revenue and profit, while government organizations focus on achieving their mission and strategy, as well as serving the public using the budget allocated to them. This chapter presents an organizational agility framework that was developed specifically for government organizations and describes an action learning process that was successfully used with government leaders to measure current agility levels, identify insights for enhancing agility, and develop action plans for increasing agility.

Suggested Citation

  • Adam Terragnoli & Shelley Kirkpatrick, 2026. "Organisational Agility and the Public Sector," Springer Books, in: Angelina Zubac & Ofer Zwikael & Danielle Tucker & Elizabeth More & Zhou Jiang & Shelley Kirkpatrick (ed.), The Palgrave Handbook of Strategy, Change and Transformational Project Leadership, chapter 0, pages 415-426, Springer.
    • Handle: RePEc:spr:sprchp:978-981-95-3588-0_22
    DOI: 10.1007/978-981-95-3588-0_22
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