As the Fourth Industrial Revolution barrels forward and the pace of disruption accelerates all organizations must operate with agility. But this urgent priority now widelyaccepted by senior leaders presents a major challenge In business government and warfare agility is a buzzword. There is no common understanding of what it means or of what it takes to be consistently agile.In this groundbreaking book Leo Tilman and Charles Jacoby offer the first comprehensive assessment of the fundamental nature of organizational agility and then describe the essential leadership practices for achieving it. They show that agility is far superior to mere speed or adaptability. Pinpointing its distinctive features they define agility as the ability to detect and assess changes in the competitive environment in real time and then take decisive action. They demonstrate that agility enables an organization to outmaneuver competitors by seizing opportunities better defending against threats and acting as a wellorchestrated collective of teams that are empowered to take disciplined initiative.Combining their personal experience of building and leading agile organizations Tilman in the realm of business and finance and Jacoby in battlefield command and homeland security they present a powerful approach to fostering agility up and down an organization and out to its very edges. They show how to detect opportunities and threats by fighting for risk intelligence how to pierce through complexity and unleash creativity by nurturing a culture of honesty and trust how to meld topdown vision and planning with decentralized execution and how to enhance strategy by recognizing organizations as dynamic portfolios of risk.In a world where leaders and their teams must brave the unknown and step confidently forward or risk extinction Agility provides a vital roadmap for seizing the unprecedented possibilities of the new age and dominating change instead of being dominated by it.