Building and Maintaining Strategic Agility: An Agenda and Framework for Executive IT-Leaders

Whilst much literature on strategic agility has focused on strategic flexibility and adaption at organizational-levels, we argue that there is a need to provide specific guidance at lower, more discrete levels of analysis. In response, we focus this article on the context of a particular professional group; executive IT-leaders , who have received attention in recent years for their evolving strategic role at the forefront of firms. We identify and illustrate a number of practices these actors demonstrate in building and maintaining strategic agility, and conclude by conceptualizing these practices in an agenda and framework for managers.