Competitiveness Through Development of Strategic Talent Management and Agile Management Ecosystems

In the psychological sense, talent means a tremendous innate ability for a specific mental or physical activity or a mental or physical ability that makes an individual stand out from the crowd (Ahlin et al., 2014). In the modern business environment, the term “talent” or “talented employee” is used in a much broader sense (Schreuder & Noorman, 2019a, 2019b). The term ‘talented employee’ encompasses not only individuals with exceptional innate abilities but also those who hold crucial roles or occupy important positions within the organization and possess significant potential for growth and development (Collings & Mellahi, 2009). In the modern organizational context, talent is no longer limited to an individual’s innate and outstanding abilities (employee). Still, it encompasses and, to a certain extent, replaces the concept of creativity and the creative potential of an individual (Whysall et al., 2019). Utilizing "talent" in the direction of organizational goals and the need or possibility for its development also comes to the fore (Tavis, 2018). Talent management, in the broadest sense, refers to a way of thinking and an attempt to ensure that everyone at all levels of the organization performs to their full potential (Kafetzopoulos & Gotzamani, 2022). A talented employee brings a competitive advantage to organizations and is crucial in implementing Industry 4.0 (Kravariti & Johnston, 2020).

Utilizing and nurturing the talents of all individuals are the primary prerequisite for talent management (Latukha et al., 2022). Nonetheless, this broad approach cannot serve as the foundation for implementing a particular organizational strategy (Schreuder & Noorman, 2019b). To effectively manage talent in modern, agile, and innovative organizations that rely on numerous self-managing teams for customer-related tasks, the second requirement is to attract top talents that are well-suited for such dynamic environments. (Kafetzopoulos et al., 2022; Schreuder & Noorman, 2019a).

In the following, we present the essential aspects of developing strategic talent management, which leads to the successful development of strategic agile management to achieve the organization’s competitiveness.

The goal of an agile talent management strategy is to enhance workforce productivity and capabilities by quickly and seamlessly adjusting talent management approaches, tools, and resources in response to the changing needs of major business units, the evolving talent market, and the dynamic economy (see, e.g., Kapor, 2022; Malik et al., 2021; Mani & Mishra, 2020). Therefore, organizations must develop a strategic talent management approach that contributes to the development of strategic agile management (Zakrzewska et al., 2021; Zavyalova et al., 2020). The complexity of delivering strategic impact through talent management has heightened as the business environment has grown progressively turbulent and technology and consumer demand have reduced the lifespan of most products (Balog, 2020; Ciric Lalic et al., 2022). In contrast, an agile talent management strategy provides numerous talent management solutions that enable organizational flexibility in a time frame that aligns with evolving business life cycles (Badakhshan et al., 2020).

Strategic agility is distinguished from other forms of agility by its emphasis on both rapid response and a proactive approach to anticipating environmental changes before they occur (Alzoubi & Gill, 2022; Denning, 2017; Prabhu & Srivastava, 2023; Subramanian & Suresh, 2022). In today’s market, where customer behavior and preferences constantly evolve, and innovative and digitalized products and services are expected, organizations must be agile to keep up with the market (Kapor, 2022; Khoshnood & Nematizadeh, 2017). However, establishing a sustainable competitive advantage is challenging for organizations due to the rapidly changing market conditions.

In an ever-changing business environment, it is crucial for organizations to quickly and efficiently adapt to market changes and capitalize on them in a meaningful way (Mani & Mishra, 2020). Agility is a critical functional ability that emphasizes the need to act quickly when the goal is to capitalize on emerging business opportunities (Kapor, 2022). Therefore, the following hypotheses are proposed:

In the following, we present the essential aspects of developing strategic agile management, which leads to the organization’s competitiveness.

The survey involved randomly selected 532 medium-sized and large Slovenian (European Union) organizations. From each organization, an owner or manager participated in our research. The owners or managers filled out the closed questionnaire, as we wanted to find out to what extent they are aware of the importance of the development of strategic talent management and the development of strategic agile management for their company to increase their competitive advantage. According to the standard classification of organization activities, organizations were operating in manufacturing (27.8%), wholesale and retail trade, repair of motor, vehicles, and motorcycles (22.4%), information and communication activities (16.7%), financial and insurance activities (14.8%), real estate activities (8.5%), professional, scientific, and technical activities (6.8%), administrative and support service activities (2.4%) and other business activities (0.6%). The sample comprises 53.6% of large organizations, while medium-sized organizations comprise 46.4%. Several people from the same organization could answer the survey question.

Researchers prefer a multivariate analysis approach because it can estimate multiple and interrelated dependencies in a single analysis (Kock, 2019). This method utilizes two types of variables: endogenous and exogenous. Endogenous variables are equivalent to dependent variables and can be influenced by other variables in the model. In contrast, exogenous variables are treated as independent variables and can directly affect endogenous variables (Stein et al., 2012). We assessed the sampling adequacy using the KMO measure (Kaiser, 1974), with a minimum value of 0.5 considered acceptable, and checked the sphericity using Bartlett’s test (p < 0.05) (Kaiser, 1974). Additionally, we evaluated the factor loadings (≥ 0.5), commonalities of variables (> 0.4), and eigenvalues of factors (≥ 1.0) to ensure that the data met the relevant criteria (Tabachnick & Fidell, 2013). We examined the reliability and convergent validity of the measurements using the AVE and CR, with thresholds of AVE > 0.5 and CR > 0.7, and ensured that CR > AVE (Garson, 2016; Hair et al., 2010). We tested for multicollinearity using variance inflation factors (VIF < 5.0) (Hair et al., 2010). The quality of the measurement model was assessed using R2 and the Stone-Geisser Q-squared coefficients (Garson, 2016). To test our hypotheses, we used the path coefficient (β), t-value, significance level (p < 0.05), and Cohen’s effect size indicator (f²). (Kock, 2019).

Industry 4.0, automation, and robotization are changing the way of work. As a result, there is an increasing need to develop appropriate strategic talent management and strategic agile management. Industry 4.0 has created an enormous gap between employees’ current skills and future job demands. To succeed in the workplace, new employees must change their thinking and have enough different and relevant competences. These competencies are creativity, critical thinking, networking, communication, and goal orientation. Organizations no longer need narrowly focused engineers but must have a combination of several competencies. Thus, it is crucial that, according to Balog (2020), Industry 4.0 enables the analysis of large amounts of personnel data, which enables organizations to adapt to changes faster and take a more analytical approach to recruitment or discovering talents within the organization. Identifying, developing, and retaining talent is of key importance in management practice (Pio et al., 2021). To succeed in the current VUCA environment, numerous organizations are striving to enhance their agility (Attar & Abdul-Kareem, 2020). In contrast to traditional organizations that may appear rigid, hierarchical, and linear, agile organizations are more organic in nature, striking a balance between stability and dynamism, and are capable of adapting to an ever-evolving and unpredictable future (Zavyalova et al., 2020), which is also confirmed by our research.

The results in Table 4 indicate that acquiring a talented employee has a positive effect on the development of strategic talent management, and the development of talented employees has a positive effect on the development of strategic talent management. Table 1 shows that the key factor in acquiring a skilled employee is the recruitment of candidates possessing the appropriate skills necessary to accomplish their work successfully. This is followed by the importance of the candidate’s competencies, the candidate’s ability to think creatively, the candidate’s work experience, and the candidate’s ability to connect/network with others. Thus, in the era of Industry 4.0, organizations must develop new talent management approaches that must be more dynamic and future-oriented. The identification of talents must be carried out objectively and according to a standardized procedure, and no longer according to one’s judgment, as was the practice in the past. When developing talents within organizations, organizations must use various variants of training. Organizations need talented employees who will know how to work with technology in lean production and big data, which are characteristics of Industry 4.0. Even though technology can replace human work, it cannot replace human knowledge, critical thinking, and creativity. In today’s technological era, organizations cannot rely on producing the same products repeatedly. Employers seek individuals who can devise new approaches and generate innovative ideas. Workers who can anticipate and solve problems creatively are highly valued. Effective communication skills, including negotiation, discussion, and clear writing, are also essential. Employers seek employees who can distinguish between reliable and false information. With increasing responsibility, employees must confidently evaluate situations and make decisions, despite gaps in available information. As technological advancements accelerate, workers’ demand for creativity grows. They must become more creative to leverage the benefits of new products, technologies, and work processes.

Table 1 shows that the most critical role in the target development of talented employees is taking care of retaining suitable candidates with help to acquire the necessary skills for their career plans. This is followed by employee training, which focuses on developing specific competencies and skills per the organization’s needs. The third important role in the target development of talented employees is enabling employees to attend education and training regularly. The fourth is to provide opportunities for the growth of talented employees and the opportunity to develop employees’ careers further in the organization.

To reduce the probability that talented employees leave the organization, their attitude toward the organization should be considered when selecting colleagues. Candidates who are ready to accept and work following the values and culture of the organization are the most suitable. In candidate selection procedures, communication, appropriately asked behavioral questions, colleagues’ involvement, and combining different selection methods, which contribute to creating a synthetic assessment of candidates, are essential. To attract and employ talented employees, the organization must have its strategic plan containing the appropriate resources and strategies. By acquiring and retaining talented employees, the organization will operate successfully in a competitive environment, as talented employees are more efficient in performing their work. In addition to employment and motivation, strategies for attracting and developing talented employees and keeping them in an organization are vital to acquiring and retaining them, regardless of any necessary changes to the organization’s system, structure or policy.

According to Birou and Hoek (2021), Kafetzopoulos (2022), Kravariti and Johnston (2020), Latukha et al. (2022), and Mujtaba and Mubarik (2022), it is vital that talents in the organization have the possibility of continuous education and development. Talent acquisition consists of attracting, finding, and selecting highly talented individuals, which differs from organization to organization. In general, Birou and Hoek (2021), Shet and Nair (2022), and Vecchi et al. (2021) emphasize that talent acquisition decisions are made through various analyses that organizations create based on employee data and comparative information from other sources. They use such analysis in recruiting talented colleagues inside and outside the organization. When acquiring talented employees, the organization should ask the candidate about his work-related skills and experiences, which might be helpful to the organization in possible future challenges or when transferring the candidate to another workplace.

McKinsey Company’s 2017 study, which surveyed 600,000 employees, found that talented employees are 400% more productive than their average counterparts. Similar findings from business studies indicate that this productivity gap widens in jobs with greater complexity. Specifically, in highly complex occupations such as information and interaction-intensive work and software development, talented employees are 800% more productive (McKinsey Company, 2017). Therefore, we propose developing strategic talent management with crucial aspects that contribute to the successful development of strategic agile management, which will increase the organization’s competitiveness. With our proposed model, employers will be able to find appropriate solutions to retain their talented employees in the organization successfully and thus, strive for a competitive advantage (Kafetzopoulos, 2022; Latukha et al., 2022; Mujtaba & Mubarik, 2022; Shet & Nair, 2022; Vecchi et al., 2021).

Based on the results in Table 4, we found that talent leadership has a positive effect on the development of strategic talent management, and agile leadership has a positive effect on talent leadership. Results indicate that agile leadership positively affects the development of strategic agile management. Table 1 shows that the most important role in talent leadership is ensuring that every talented employee is adequately qualified or educated. This recommendation is followed by recommendations concerning keeping talented employees with the highest potential in the organization, seeking an opportunity to improve the working and cooperation between talented employees, and paying attention to talented employees at the individual level. The following two essential roles (the fifth and the sixth important) in talent leadership are continuous improvement in the organization and striving to ensure that each talented employee is engaged in their work performance. In an ever-changing market, businesses are continually searching for ways to gain a competitive advantage. The measures taken by an organization to set itself apart from its rivals are crucial. However, whether a company achieves this by creating innovative products or lead-generating marketing campaigns, one crucial element is necessary—a proficient workforce. The workforce is the most critical asset of any company. The fundamental purpose of talent management is to establish a motivated workforce that grows within the organization and contributes to its ongoing progress. If executed effectively and tailored to the company, talent management can result in a sustainable competitive advantage over the competition for many years.

Moreover, Table 1 shows that the foremost factor in effective agile leadership is an organization’s adoption of an agile management style, which encompasses meaningful participation of subordinates in decision-making processes and implementation of innovative management techniques, which is followed by agile leaders act as visionaries and coaches, not as planners or controllers, and employees understand how their individual objectives support the organization’s strategic objectives.

Based on the results of talent leadership and agile leadership, we can observe that both types of leadership complement each other. According to the findings of the authors Adhiatma et al. (2022), Jackson and Allen (2022), Kafetzopoulos et al. (2022), and Maheshwari and Yadav (2019) with agile leadership approaches, organizations successfully impact the productivity of talented employees. The objective of agility is to achieve a particular outcome, and its implementation is flexible, considering the internal and external factors of the organization. Individuals who adopt an agile mindset hold the belief that they can enhance and refine their skills and capabilities continuously through learning, perseverance, and enthusiasm. Problems often arise when employees do not know exactly what their tasks are, what the organization’s goals are, and what is expected of them (Attar & Abdul-Kareem, 2020). Leaders do not care about their careers, development, and organizational advancement. They are also not involved in planning the tasks and goals of the organization (Adhiatma et al., 2022; Attar & Abdul-Kareem, 2020). Both current and future markets reward organizations with the capability and willingness to adapt. Market leaders have established cultures and management styles that foster innovation and creativity, commonly known as agile approaches. These approaches enable leaders to quickly change direction in response to our world’s volatile, uncertain, complex, and ambiguous nature. The challenges brought about by COVID-19 have only heightened the need for agility, particularly as remote and hybrid work arrangements require even greater flexibility. Through literature review and research, we found that agile leadership employs situational, transformational, and servant leadership philosophies, promoting adaptability rather than rigid systems that stifle new ideas. By encouraging flexibility in the workplace, teams are empowered to experiment and generate new, creative ideas supported through effective communication, leading to greater team satisfaction and involvement.

In addition, the successful achievement of employee results can also be negatively affected by the fact that colleagues do not feel valued or do not trust the leader, which is reflected in bad relations in the organization and leads to the departure of talented employees. Various research (Adhiatma et al., 2022; Attar & Abdul-Kareem, 2020; Garcia et al., 2021; Kafetzopoulos et al., 2022; Maheshwari & Yadav, 2019) show that a good relationship with colleagues and managers in the organization is significant to employees. Many organizations have a terrible climate, and the leader does not change or solve it, so talented employees leave. Often the reason for the departure of talents is also a lack of understanding with the leaders. They feel disrespected and unappreciated, so they decide to leave. Additional training should be offered to employees. Most want to be educated, acquire knowledge, and grow with the organization. In this way, the organization will gain the trust and professionalism of all employees. It is also necessary to constantly discuss with employees what they want and plan their careers, ascents, and promotions. In this way, employees will feel valued, and their loyalty to the organization will also increase. Thus, agile leadership significantly impacts successful talent leadership, which further leads to the successful development of strategic talent management and the successful development of strategic agile management to achieve higher competitiveness.

The research of the State of Agile cultural survey (JCURV, 2022) on 1.392 respondents from America (17%), Europe (62%), Africa (4%), Asia (5%), and Australia/New Zealand (12%) shows that employee satisfaction was 160% higher from employees in organizations that introduced agile leadership compared to those that were not agile.

Based on the results in Table 4, we found that designing talent teams have a positive effect on the development of strategic talent management and designing talent teams have a positive effect on designing agile teams. Furthermore, results in Table 4 and Fig. 2 show that designing agile teams positively affect strategic agile management development. Table 1 shows that the most critical role in designing talent teams is that the talent team understands the organization’s overall strategy and second, that the talent team has the necessary resources and information to achieve the organization’s goals. The third important role in designing talent teams is that the employer or leader gives frequent, actionable feedback to the talent team, which is followed by regularly organized meetings where talented employees or talent teams exchange their ideas and solutions and recognize the outstanding work of the talented team.

According to Table 1, the most significant aspect of designing agile teams is to ensure that all team members possess an understanding of the organization’s operations, business environment, and future priorities. This is closely followed by the importance of fostering a strong sense of team spirit within the organization to promote agility. The key roles in designing agile teams include team members striving toward common organizational goals, possessing a positive attitude toward change, new ideas, and technology, being capable of making quick decisions, and resolving issues related to change quickly. Organizations must develop increasingly innovative products and services to operate and survive in today’s VUCA world. Complex problem-solving is best left to small, cross-functional, autonomous, and self-organized teams that take full responsibility for their work and prioritize delivering value over merely performing tasks. They perform their work very quickly and efficiently and regularly adapt and improve their working methods based on the feedback they receive from users and other stakeholders. Such teams also do not have a leader who makes all the decisions alone, but the leadership task is distributed among all team members.

Edmondson and Gulati (2021), Grass et al. (2020), Khanagha et al. (2021), and Peeters (2022) highlight that agile teams are recognized for their flexibility and superior performance, allowing them to release new products quickly and remain competitive. Nevertheless, merely labeling a team as agile does not guarantee success. Peeters (2022) stresses that achieving agility in organizations requires specific skill sets, and effective communication is crucial for successful talent and agile teams (Edmondson & Gulati, 2021). It is vital to maintain open communication channels through regular team meetings, email correspondence, and other methods. Team members and management should provide and receive constructive feedback frequently, not just during traditional annual reviews. Additionally, setting clear project expectations and keeping team members informed of any changes that may arise is essential for effective communication. Clear project expectations should be established by leaders, and team members should be encouraged to ask questions throughout the project process. Additionally, there should be a plan in place to automatically update team members about any changes that may need to be made to the project.

According to empirical research conducted by Ramirez-Mora and Oktaba (2018), adopting the agile way of working improves team performance. It is essential that all team members understand their roles in fulfilling the business objectives and approach stakeholders with a single voice. In this regard, the team leader should take the responsibility to unite the team and align them with the principles of agility.

Based on the results in Table 4, we can conclude that the development of strategic agile management is positively influenced by supporting an agile management culture within the organization. As indicated in Table 1, creating a work culture that values agile employees and is based on agile team spirit, trust, openness, dedication, and experimentation plays a crucial role in fostering an agile management culture within the organization. This aspect is followed by the assertion that an organization should foster a culture where agile employees have a strong sense of purpose and passion for their work and where the culture motivates them to stay with the organization.

The State of Agile cultural survey (JCURV, 2022) on 1.392 respondents from around the world shows that building a robust and agile culture in the organization will result in an increased commercial performance of 237%. Organizations using small-scale agile deployments in individual teams or projects report a significant increase in commercial performance compared to pre-agile results. This shows that a significant initial impact can occur when basic agile mechanisms are applied, such as focusing on your customer, being more collaborative, and empowering teams (JCURV, 2022). Thus, supporting agile management culture impacts the organization’s successful implementation of strategic agile management.

Balog (2020), Carvalho et al. (2021), Kapor (2022), Malik et al. (2021), and Mani and Mishra (2020) argue that traditional organizational cultures, while suitable in the past, are no longer sufficient for today’s challenging environment. To improve organizational agility, it is essential to understand the unique cultural characteristics of each organization, which can be modified and enhanced (Adhiatma et al., 2022; Badakhshan et al., 2020; Kahl et al., 2022). The variety of organizational cultures is vast, and rethinking operations and cultures are critical for organizations to tackle new challenges. First, the importance of the safety of employees in the organization must be emphasized. An agile culture must support changing requirements, trust and empowerment of teams, technical excellence, self-organizing teams, and continuous improvement. Incorporating the agile mindset into the organization’s culture is an ongoing process that requires consistent understanding and implementation. To fully adopt daily agile practices and development goals, the agile shift must be synchronized with the organization’s culture. This comprehensive and iterative approach involves understanding the organization’s objectives, improving the process to achieve them, and continuously testing, learning, and adjusting practices.

Based on the results in Table 4, we found that the development of strategic talent management positively affects the development of strategic agile management. The role that plays the most critical part in developing strategic talent management is demonstrated in Table 1, which involves implementing various recruitment strategies to attract skilled individuals and creating an environment that values and listens to the ideas of talented employees. Developing strategic talent management requires a set of key actions, such as providing employee training in mentoring and coaching, aligning talented employees with the organization’s mission and vision, creating a stimulating work environment, establishing programs to retain high-potential employees, implementing policies that foster career growth and developmental opportunities, and engaging individuals who possess creative thinking abilities. Alqershi et al. (2022) and Kafetzopoulos et al. (2022) argue that a talent management strategy involves implementing innovative recruitment and performance management initiatives to nurture an organization’s human assets. By improving standard talent management processes, the organization can leverage its human capital to drive growth and success (Birou & Hoek, 2021; Kraichy & Walsh, 2022; Vecchi, 2021). Talent management ensures that employees are assigned appropriate work and are motivated and challenged, resulting in higher morale, growth, and retention rates. In a competitive job market with a shortage of skilled employees, a well-defined talent management strategy provides a significant advantage.

Table 4 demonstrates a positive relationship between the implementation of strategic agile management and an organization’s competitiveness. According to Table 1, the most crucial factor in the development of strategic agile management is providing adequate training to employees to perform their tasks effectively. The next critical aspect is offering training programs aimed at enhancing the potential of high-performing employees. Additionally, organizations must encourage fast learning, decision-making, and action cycles. Finally, businesses must strive to incorporate new digital technologies to create products and services that meet the evolving demands of business partners. To develop a strategic agile management approach, it is crucial to foster small, high-performance teams with a high level of autonomy, enable quick adaptation to environmental changes, conduct regular evaluations of employee performance and provide recognition for good work, offer rewards to top-performing employees, and continually monitor changes in the business environment while seeking feedback from various business partners.

According to Table 1, the most critical factor for competitiveness is the organization’s ability to outperform its key competitors in terms of growth, profitability, and innovation. This is closely followed by meeting customer expectations for products or services and timely delivery. Other significant roles in competitiveness include the organization’s superior ability to anticipate future customer needs, close collaboration and support among business and functional units, and exceptional alignment of resources and capabilities that complement those of major competitors. Agile business practices, which involve optimizing workflow, developing employee skills, and providing mentorship, are known to generate significant value for organizations of all sizes. In fact, research has shown that 55% of agile organizations achieve top-quartile financial performance, compared to just 25% of average organizations (Marymount University, 2022).

The present business environment is marked by swift changes in customer and supplier needs, investor pressures, competitor actions, and market trends. Responding promptly to these pressures is crucial for successful competition. Additionally, technology is advancing rapidly, creating new products and processes that can disrupt existing businesses and provide a significant advantage to those who can effectively adopt them. Hence, incorporating and adapting to technology changes have become strategically critical for organizations. Moreover, information challenges have become more complex due to the increasing number of communication channels, data sources, and higher volumes of data, demanding employees who can work effectively in this new environment. Organizations are faced with challenges in recruiting and managing talent employees who are in high demand. Agile methodology and agile organizations are considered more suitable for the present-day environment due to their ability to change quickly through their processes, culture, and organizational structure. With the increasing complexity of digital opportunities and the unpredictability of customers and competitors, anticipating future business needs have become more challenging. This is where Agile comes in as a crucial factor in enhancing organizational responsiveness toward volatility. If companies can anticipate and respond to social trends influencing consumer and employee behavior, they can gain a competitive edge. As a result, organizations should prioritize their commitment to addressing social and environmental concerns through a strategy that promotes ethical practices when interacting with important stakeholders such as customers, employees, suppliers, regulatory agencies, and the community. Collaborating with customers or the government can lead to innovative solutions for pressing social issues in product and service offerings. By integrating the vision for social responsibility into all levels of management and employee practices, businesses can align their activities toward achieving social and environmental goals. Implementing sustainable business practices that consider social influences can reduce risks of regulation and litigation, enhance efficiency, and create economic and social value for customers, thereby increasing revenues.

The findings demonstrate that selected factors of strategic agile management can significantly enhance a company’s competitiveness, which is especially crucial in today’s fast-changing business environment. The development of strategic talent management, along with talent leadership, acquiring talented employees, target development of talented employees, designing talent teams and its impact on the development of strategic agile management (together with agile leadership, designing agile teams and supporting agile management culture), can have significant managerial implications for organizations seeking to improve their competitiveness. Here are some of how these practices can benefit organizations:

Empirical research and literary studies demonstrate a connection between the development of strategic talent management and the development of strategic agile management. The inherent flexibility of the agile approach fosters sustainable project management and enables organizations to consider their projects’ economic, social, and environmental aspects. Moreover, the findings of this study offer significant insights that can be utilized in educational settings to enhance their development. These research outcomes can be utilized as informative data for creating novel or improving existing guidelines and standards and developing training materials for organizations and managers. The theoretical and empirical analysis presented in this article enhances academic knowledge by detailing the interconnections between various factors of strategic talent management and agile management. Academics can contribute to developing theoretical frameworks that can help organizations better understand the link between strategic talent management, strategic agile management, and competitiveness. This could involve exploring how these practices can help organizations to achieve more significant innovation, efficiency, and responsiveness and how this can translate into improved financial performance and market share. The literature can benefit from studies that examine the best practices for implementing strategic agile management in different organizational contexts. This could involve exploring how strategic agile management can be adapted to different sectors and identifying the key success factors and challenges associated with its implementation.

In conclusion, developing strategic agile management practices can have significant theoretical implications for future research, researchers, academics, and literature. By addressing these implications, researchers can help to advance understanding of how organizations can develop the agility they need to succeed in today’s highly dynamic and competitive business environment.

To promote competitive transformation and facilitate the implementation of strategic agile management, the government should consider supporting organizations operating in industries that face challenges in accessing sufficient capital. Furthermore, such support can also promote the development of specific industries and ecosystems. The upcoming years are anticipated to witness an increase in government intervention. While the government’s rationale for supporting individual companies may remain unchanged, the global environment constantly evolves. A new form of globalization is emerging, which is leading to the emergence of new political, economic, and business models. These three factors collectively drive the government to support individual organizations.