# A Robust Statistical Methodology for Measuring Enterprise Agility
## 2 Enterprise Agility  
Agility is increasingly important for companies in today's volatile and uncertain business environment. Agile organizations are able to adapt to change quickly and effectively, which gives them a competitive advantage. There is a growing body of research on the impact of agility in companies, and the studies cited in this section provide a brief overview of the state-of-the-art. In [27], the authors provide a valuable example for managers and professionals in the automotive industry. In [28], the authors discuss the relationship between agility and poaching. Poaching refers to the act of hiring employees from another company. The authors found that an organization's response to poaching can have a significant impact on employee productivity. A constructive response to poaching, which seeks to retain employees by addressing their needs and concerns, is negatively correlated with employee productivity. A defensive response to poaching, which seeks to protect the organization from the negative effects of poaching by, for example, hiring more employees or increasing security measures, is positively correlated with employee productivity. The authors also found that organizational agility may mediate the relationship between poaching and productivity. This means that agile organizations, which are typically characterized by their ability to adapt to change quickly and effectively, can better withstand the negative effects of poaching and maintain high levels of productivity. The authors of [29] found that there is a direct positive relationship between ranking human resources as an important top position in a company and the extent to which specific practices to increase workforce agility are adopted. The study surveyed large, independent decision-making companies from western Romania, and found that an average of 45% of these companies have adopted management practices to increase workforce agility, and 31.7% of these companies rank human resources as their most important resource. The study used the Pearson Chi-Square test to confirm the hypothesis that there is a direct positive relationship between these two factors (significance = 0.026). The study concludes that if managers intend to develop a sustainable and competitive business, they should attribute a strategic role to employees and adopt practices to increase their agility. In 2017, TCS, a multinational information technology services and consulting company embarked on a large-scale cultural transformation to become Enterprise Agile by 2020 [30,31]. This transformation involved absorbing agility throughout the entire organization and reinventing the flow of value across the organization. The transformation impacted half a million people worldwide and was orchestrated in the following three areas:  
* Structure and people: A new organizational structure that is more agile and responsive to change was created. The company also invested in training and development programs to help employees adopt agile mindsets and practices. * Culture and processes: A new culture that is more collaborative, innovative, and customer-centric was created. The company also implemented new processes that support agile ways of working. * Technology and tools: TCS invested in new technologies and tools that support agile ways of working. The company also created a new agile ecosystem that includes agile coaches, trainers, and mentors. A study conducted in [32] found that supply chain management (SCM) activities have a positive impact on operational performance, but this impact is mediated by strategic agility. This means that strategic agility plays a role in translating the benefits of SCM activities into improved operational performance. The study also found that the most important SCM activities for pharmaceutical companies are alliances with suppliers, customer relationship management, logistics, information flow, and knowledge sharing.