Why the ability to adapt again and again depends less on process, and more on people.
As disruption becomes a constant, agility has become a strategic priority in boardrooms around the world. Organisations want to move faster, adapt more smoothly, and stay competitive in shifting markets. But one essential ingredient is often missing: the ability of people to navigate change effectively.
Agility is often confused with speed or lean processes. But in reality, agility is about adaptability. It’s the ability to respond, recover, and realign, repeatedly and with intention. And this doesn’t come from frameworks or workflows alone. It comes from people.
Agility Depends on the Human System
Many organisations invest in agile methodologies, new technologies, or restructuring efforts. Yet when energy fades, adoption slows, or teams resist, the root issue is rarely technical. It’s human. People haven’t been prepared for the change, involved in it, or supported through it.
Agility depends on teams that can tolerate ambiguity, leaders who model flexibility, and employees who feel safe enough to try, learn, and adapt. It depends on communication that brings clarity, not confusion. It relies on culture, not just process.
This is where change management plays a vital role.
To Be Agile, You Need to Build the Muscle for Change
Organisations that thrive in change don’t treat it as a one-time event. They build the muscle to change, again and again.
That means clarifying why change is happening and what it means for people. It means involving those affected early in the process. It means giving leaders the tools to lead through uncertainty, not just implement plans. And it means reinforcing new behaviours until they become part of the culture.
These are not just good intentions. They are practical, repeatable actions that make agility sustainable.
The Missing Link in Many Agility Efforts
Most agility strategies focus on tools and timelines. Few focus on the people expected to use them. Without the capability to change, even the best-designed strategies struggle to take hold.
Organisations that invest in change capability are better prepared to align teams behind evolving goals, respond to new demands, and sustain progress over time. They reduce resistance, avoid burnout, and move with more cohesion and confidence.
Without change capability, agility remains theoretical. With it, it becomes real.
Where To Begin
You don’t need a major transformation to get started. Begin by assessing how well your teams handle change today. Offer practical training to managers on how to engage people during transition. Build simple structures that make change easier to understand, adopt, and sustain.
These are the building blocks of change capability. And they are at the heart of approaches like the Managed Change™ methodology developed by LaMarsh Global, which helps organisations build lasting capacity for change.
If You Want to Move Fast, Build Change Capability First
Agility is not just about moving quickly. It’s about moving with clarity, alignment, and trust. That doesn’t happen by chance. It happens when people are supported, prepared, and equipped to change.
If your organisation is serious about agility, the best place to start is with your people.
Curious how to build change capability across your teams?
Let’s talk. We’ll show you practical ways to help your organisation adapt faster, lead better, and stay ahead, without burning people out. Join our next Masters of Managed Change™ Program or connect with us for a personalised consultation.
