They prefer to set challenging goals and will manoeuvre to overcome obstacles to achieve work objectives. They are curious and able to readily grasp new concepts and complex issues. Individuals with agile learning abilities continually acquire new skills, learn from experience, embrace new challenges, and perform well under changing conditions. Learning agility is not necessarily an academic skill, rather it encapsulates an individual’s ability and passion to quickly study a new problem and use their own learning process to gain deep understanding before making a decision. According to a recent Korn Ferry research on agility, Talent for Tomorrow: Four Secrets for HR Agility in an Uncertain World, the difference between those that succeed in these conditions, and those that don’t, can be defined as having learning agility. Those who thrive have shown the capacity to adapt, to negotiate ambiguity and show resilience in dealing with setbacks. While the linear approach to conducting business made sense in predictable market conditions, it is ill-adapted to ongoing change and CEOs and individuals at all levels are searching for a new competitive edge.Īs many businesses struggle to find the right capabilities to manage change and innovation in a VUCA (volatile, uncertain, complex, ambiguous) world, others are finding a way to thrive.

Now, every day, market conditions are characterised by uncertainty, and disruption has not only become a favourite term, it is the norm. Until recently, the term “disruptor” was used in a negative sense, if used at all. The path to business success is often said to be closely linked to spotting an opportunity, developing a plan based on future projections and applying the most efficient and cost-effective approach to realise the benefits. In unpredictable business environments buffeted by constant change, adaptation and evolution, organisations increasingly need talent with learning agility capabilities to move forward and successfully negotiate volatile times.

Those who demonstrate strong “learning agility” often excel at being able to study, analyse, and understand new situations and new business problems.

Learning agility, sometimes described as “knowing what to do when you don’t know what to do”, requires an open and receptive mindset. Senior leaders often have an intuitive feeling about the level of learning agility within their organisation, even if they don’t use these exact words.

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