HED4812
Assignment 1 2026
Unique number:
Due Date: 2026
QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early, respond
quickly, and keep performing while the environment shifts. In practice, it is not only speed. It
is also the ability to make good decisions fast, move resources to where they are needed,
and adjust ways of working without losing quality or direction (Mwenje and Matongo, 2024).
In mobile network providers, agility is vital because customer needs, technology,
competitors, and regulation can change quickly. An agile organisation stays alert to what is
happening, learns from signals in the market, and acts before problems become crises
(Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing information
across levels, and keeping a strong focus on the future. It also includes flexible systems that
allow people to try new ideas, improve processes, and deliver better service in changing
conditions (Mwenje and Matongo, 2024). When agility is strong, the organisation can adapt
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen as a
replacement for individual research, critical analysis, or professional consultation. Students are encouraged to perform
their own research and seek advice from their instructors or academic advisors for specific assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the information in
these study notes, the seller does not guarantee the completeness or correctness of all content. The buyer is
responsible for verifying the accuracy of the information and exercising their own judgment when applying it to their
assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's policies
regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and sources of
inspiration. Any direct reproduction of the content without proper citation and acknowledgment may be considered
academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences arising from
the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or any other negative
consequences resulting from the application or misuse of the information provided.
, For additional support +27 81 278 3372
QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early,
respond quickly, and keep performing while the environment shifts. In practice, it is
not only speed. It is also the ability to make good decisions fast, move resources to
where they are needed, and adjust ways of working without losing quality or direction
(Mwenje and Matongo, 2024). In mobile network providers, agility is vital because
customer needs, technology, competitors, and regulation can change quickly. An
agile organisation stays alert to what is happening, learns from signals in the market,
and acts before problems become crises (Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing
information across levels, and keeping a strong focus on the future. It also includes
flexible systems that allow people to try new ideas, improve processes, and deliver
better service in changing conditions (Mwenje and Matongo, 2024). When agility is
strong, the organisation can adapt its strategies and operations so that it remains
relevant, even when the market shifts.
Capacity to manage and respond to change
An organisation’s capacity to manage and respond to change is the strength it has to
plan, implement, and sustain change efforts. It includes the ability to identify what
must change, organise people and resources to support the change, and guide the
transition so that staff understand the new direction and can perform well in it
(Mwenje and Matongo, 2024). A strong change capacity is not a single event. It is a
built capability that grows through experience, learning, and good systems.
Change capacity involves practical parts such as coordinated change management
processes, talent development, and strategic planning that work together. It also
includes having enough flexibility in budgets and resources so that the organisation
can test improvements and support new ways of working (Mwenje and Matongo,
2024). When change capacity is weak, even a good plan can fail because the
organisation cannot carry it through. People may resist, communication may break
down, and the organisation may return to old habits.
Assignment 1 2026
Unique number:
Due Date: 2026
QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early, respond
quickly, and keep performing while the environment shifts. In practice, it is not only speed. It
is also the ability to make good decisions fast, move resources to where they are needed,
and adjust ways of working without losing quality or direction (Mwenje and Matongo, 2024).
In mobile network providers, agility is vital because customer needs, technology,
competitors, and regulation can change quickly. An agile organisation stays alert to what is
happening, learns from signals in the market, and acts before problems become crises
(Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing information
across levels, and keeping a strong focus on the future. It also includes flexible systems that
allow people to try new ideas, improve processes, and deliver better service in changing
conditions (Mwenje and Matongo, 2024). When agility is strong, the organisation can adapt
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen as a
replacement for individual research, critical analysis, or professional consultation. Students are encouraged to perform
their own research and seek advice from their instructors or academic advisors for specific assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the information in
these study notes, the seller does not guarantee the completeness or correctness of all content. The buyer is
responsible for verifying the accuracy of the information and exercising their own judgment when applying it to their
assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's policies
regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and sources of
inspiration. Any direct reproduction of the content without proper citation and acknowledgment may be considered
academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences arising from
the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or any other negative
consequences resulting from the application or misuse of the information provided.
, For additional support +27 81 278 3372
QUESTION 1
Organisational agility
Organisational agility refers to how well an organisation can notice change early,
respond quickly, and keep performing while the environment shifts. In practice, it is
not only speed. It is also the ability to make good decisions fast, move resources to
where they are needed, and adjust ways of working without losing quality or direction
(Mwenje and Matongo, 2024). In mobile network providers, agility is vital because
customer needs, technology, competitors, and regulation can change quickly. An
agile organisation stays alert to what is happening, learns from signals in the market,
and acts before problems become crises (Mwenje and Matongo, 2024).
Agility shows itself through behaviours such as encouraging innovation, sharing
information across levels, and keeping a strong focus on the future. It also includes
flexible systems that allow people to try new ideas, improve processes, and deliver
better service in changing conditions (Mwenje and Matongo, 2024). When agility is
strong, the organisation can adapt its strategies and operations so that it remains
relevant, even when the market shifts.
Capacity to manage and respond to change
An organisation’s capacity to manage and respond to change is the strength it has to
plan, implement, and sustain change efforts. It includes the ability to identify what
must change, organise people and resources to support the change, and guide the
transition so that staff understand the new direction and can perform well in it
(Mwenje and Matongo, 2024). A strong change capacity is not a single event. It is a
built capability that grows through experience, learning, and good systems.
Change capacity involves practical parts such as coordinated change management
processes, talent development, and strategic planning that work together. It also
includes having enough flexibility in budgets and resources so that the organisation
can test improvements and support new ways of working (Mwenje and Matongo,
2024). When change capacity is weak, even a good plan can fail because the
organisation cannot carry it through. People may resist, communication may break
down, and the organisation may return to old habits.
