ABSTRACT
This chapter examines a holistic appreciation of strategic agility and design and provides problem areas in defining an effective strategy. It explores the concept of strategic agility and sense and responds models. The chapter covers many relevant areas associated with the important issue of organisational design. It introduces novel conceptualisations like betapreneurship and management with meaning. The chapter describes strategy problems and issues about corporate identity. It has been found that strategic managers use very sophisticated tactics when implementing strategic plans but the downside to this is the indiscriminate way in which they use them, which can limit their effectiveness. Companies must manage the strategic wickedness by involving stakeholders in growing and developing future outlines for new strategies. Planning systems are designed based on feedback, plans are compared with results and corrective actions are implemented as a result. Organisational design is not valued or important in itself but is useful in achieving an aim.
