Abstract
Auster and Hillenbrand introduce Stragility, described as the “art of strategic, agile, people‐powered change.” They discuss four interrelated skills: “sensing and shifting, embracing our inner politician, inspiring and engaging, and cultivating change fitness.” They draw on such corporate examples as Apple, Macy's, and Whole Foods Market. There is also the counter‐example of Research in Motion—later renamed BlackBerry, Ltd.—and the loss of their business to Apple and its iPhones. Stragility requires hyper‐awareness and the ability and willingness to listen to skeptics and critics. “We need to anticipate disruptive game changers,” the authors write, “and monitor our competitive landscape while also keeping an eye on what's happening on the periphery.”
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