Strategic agility in B2B vs B2C organisational context

This study examines the processes of organisational learning and strategic agility in 28 UK businesses of different sizes and types, including B2B, B2C, and hybrid B2B-B2C companies. The research applies the Market Intelligence Accumulation and Transfer Model (MIATM) 3.0 to understand the organisational context that enables or hinders learning processes and subsequent evolution through strategic agility. The findings reveal that certain B2B companies, particularly those in the ICT consulting services sector, along with smaller entrepreneurial firms, exhibit higher levels of agility, speed, and scalability in responding to market disruptions. These companies demonstrate alignment between leadership and organisational context, fostering an empowering culture that enables employees to act as learning agents and effectively translate intelligence into strategic actions. In contrast, employees from traditional B2C companies face challenges in adapting to market changes due to more centralized decision-making structures, limited knowledge sharing, and a focus on transactional relationships. The study underscores the importance of organisational context in facilitating individual learning and shaping organisational strategic agility actions. It emphasises the need for an empowering and flexible organisational culture that encourages knowledge sharing, collaboration, and continuous learning. Leadership plays a crucial role in fostering a sense of purpose, engaging employees, and facilitating dialogue. Additionally, organisations need to be open to external signals, promote cross-departmental information flow, and be willing to question and unlearn long-held routines when necessary.