Organizational agility in the digital age: the role of excellence models in enabling strategic responsiveness

Purpose This study explores how organizational agility can be systematically developed through the application of organizational excellence models, particularly in the context of accelerating digital transformation. In an era marked by increasing volatility and uncertainty, agility has emerged as a critical strategic priority, yet many organizations struggle to translate this ambition into tangible outcomes. Design/methodology/approach Using survey data from organizations recognized by the European Foundation for Quality Management (EFQM), the study employs a mixed-method approach combining Necessary Condition Analysis and PLS-SEM. This dual-method approach identifies the essential conditions required to foster organizational agility. Findings The results highlight two key enablers of agility: the internalization of excellence practices and the development of robust digital transformation capabilities. These factors are shown to be necessary prerequisites for achieving agility, rather than merely supportive elements. Research limitations/implications While the study provides valuable insights, it is based on data from EFQM-recognized organizations, which may limit the generalizability of findings to other contexts. Future research could explore similar dynamics in nonrecognized or differently structured organizations. Practical implications The findings offer actionable guidance for leaders aiming to build agile organizations. By emphasizing excellence and digital capabilities as strategic investments, organizations can better prepare for uncertainty and disruption. Originality/value This research bridges the gap between two traditionally separate domains – organizational agility and excellence frameworks – by demonstrating how structured excellence models can serve as a foundation for agile transformation. The study offers a novel framework for guiding strategic decision-making in dynamic environments.