How to Build Long-Term Agility


As the pace of change has accelerated over the past 18 months, organisations have had to become more agile than ever before. Community Members share how they are navigating this transformative period, with Emma Carroll.

Featuring commentary from:

Matthew Blagg, CEO, Criticaleye: Leaders must harness the new ways of operating but also make sure they retain the best of what they did before.

 
Melanie Lane, CEO, NewMotion, Shell: As demand and diversification increase, the business just slows down, and so we've been resetting our ability to be agile for the long term.
 
Lorcan O’Connor, Group CEO, Córas Iompair Éireann (CIÉ): To be agile and deal with unforeseen things requires good relationships. You must bring as many people with you as you can.

Steve Parkin, CEO, Mayborn Group: Businesses used to have multiple management levels, which is the antithesis of agile. We’re reducing the layers and trying to build a flatter structure.

Share this with your Community



Contributors
Lorcan O'Connor
Group CEO
Transport Infrastructure Ireland
Matthew Blagg
CEO
Criticaleye
Melanie Lane
CEO
Pod
Steve Parkin
Executive Chair / Advisor / CEO
Mamas & Papas


Click here to download this insight

DOWNLOAD INSIGHT



Related Insights

Read, watch & listen to some of the latest thought leadership from our Community.


Click here to download this insight

IPEM Allocation and Fundraising Trend Report 2027

The private markets industry is entering a new investment cycle, with LPs increasingly focused on diversification, alpha generation and demonstrable value creation, as return expectations come under pressure. This repor...


Click here to download this insight

HR Shared Services Trends Report 2026

The world of HR is evolving rapidly, as organisations look to improve efficiency, embrace AI and enhance the employee experience. This report by LACE Partners looks into how organisations can balance artificial intel...


Click here to download this insight

BLOG | Human Capital at the Crossroad

Artificial intelligence, geopolitical instability and sustained economic uncertainty are reshaping the human capital agenda and placing new demands on Boards. Workforce models, skills requirements, talent strategies ...


1 2 3 4 5 6 7 8 9 10
Displaying 1 to 3 of 267




GlaxoSmithKline plc Global Payments NatWest Group Rolls-Royce E.ON UK Legal & General Hitachi Solutions Drax Group plc NATS British Land London Stock Exchange Group LACE Partners Lightsource bp Mayborn Group Stream AlixPartners