Agility is not a new concept, especially in the pharmaceutical industry. The virtues of agility are well known and have been strongly promoted in this industry since at least the end of 2010.
However, all too often agility has only been described as a means to quickly improve supply chain management or, more recently, the R&D sector. There is no doubt that these two sectors can benefit greatly from an agile transformation, but what if the rest of the business structure does not provide the flexibility required for these changes to be fully successful – or, in other words: Why can’t agility benefit all other sectors of the business?