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BECOMING AN AGILITY LEADER : A VALUABLE STEP
A closer look at the performance comparison shows that ongoing efforts to drive and evolve agility deliver a clear payoff .
Organizations that have already taken the first steps towards agility can also benefit by aligning their actions even more closely to the agility routines .
As shown in Figure “ Agility and company performance ” on page 10 , companies in the third quartile of agility scores outperform their industry 36 % of the time on average . For companies in the second quartile , this rises to 44 % of the time . As a result , the most agile organizations , which outperform their competitors 69 % of the time , are nearly 3 times as successful as those in the fourth quadrant , nearly twice as successful as those in the third quadrant , and 1.5 times as successful as those in the second .
Agile management has substantial marginal utility : agility followers – Lame Ducks and Endangered Performers that introduce agility later and to a lesser extent than their competitors – can benefit by pushing ahead with further efforts . The step to becoming an agility leader delivers a substantial payoff in terms of performance and profitability . ||