What is the role of horizontal specialization structure and decentralization to best support agility through shared leadership/purpose?

Agile strategizing requires organizations to focus and adapt to change where they can create value. These changes must best match internal and external capabilities, from people to capital and involve the business model changes as well as companies or partnerships outside the firm. Holbeche (2018) focuses on the role of top leadership in strategizing and the skills involved from the lenses of shared purpose/leadership. In agile organizations, strategy has three explicit parts: a sense of shared purpose, a change-friendly identity that is nonetheless stable enough to ground the organization, and a robust strategic intent that clarifies how the firm differentiates itself (Holbeche, 2018).

Examples of this shifting emphasis of what a leader who shares purpose really does include considering employees as partners, continuous improvement, and intense customer focus (Holbeche, 2018). Shared purpose through agility in sum helps people see what success looks like by generating involved leaders that improve employee enthusiasm to best improve their contributions. Several organizational structures for multinational corporations are essential for agile to succeed. Various factors help explain differences in how international firms operate (Luthans & Doh, 2021). They are crucial for strategy and rely on employee attitudes and how the organization operates to succeed.