Top teams hinder company agility
Four in ten senior leaders say misalignment among their top teams is a major barrier to business agility, according to the latest Agile Advantage Report from advisory and accountancy firm Menzies.
Survey finds decision‑making and risk aversion hinder growth
The report surveyed more than 500 senior decision‑makers at large and mid‑size companies across the United Kingdom. Forty‑one percent of respondents said faster decision‑making processes and stronger leadership alignment on key priorities would markedly improve their firms’ responsiveness. A quarter of those surveyed identified a culture of risk aversion as a key factor slowing agility.
Conflicting leadership views were cited by 28 percent of participants, while 27 percent pointed to poor communication and collaboration as obstacles. Over one‑fifth (21 percent) feel their organizations spend too much time reacting to threats rather than seeking new opportunities, and 20 percent believe competitors are outpacing them on agility.
When asked who should own the pursuit of new opportunities, more than half of respondents placed that responsibility on the chief executive officer or managing director. Almost 30 percent said the chief financial officer or head of finance should be involved, and 24 percent pointed to the chief technology officer. Fifteen percent indicated there is no clear internal responsibility for decision‑making.
Leadership alignment and accountability under pressure
Nearly one‑fifth of firms (18 percent) said a “perma‑crisis” has drained team energy and eroded agility. Rapid change has also left 25 percent of executives with less time to decide. Ed Hussey, director of HR services at Menzies, noted that “if growth feels hard right now, it’s not just the economy – it’s how businesses are wired internally.” He added that many leadership teams “pull in different directions,” causing delays and limiting accountability.
Technology alone does not appear to solve the problem. While 44 percent of companies rely on AI‑driven insights and 38 percent use predictive analytics and data visualisation tools, it argues that embedding accountability for agility across senior leadership is essential. Hussey warned that “the best dashboards in the world won’t change outcomes” if leaders are not aligned on priorities.
In practice, firms that succeed will likely be those that can act decisively despite uncertainty, rather than those waiting for stability or clinging to older processes.
Comparing this to previous studies on corporate agility, the findings echo a broader trend: organizations that tie strategic responsibility to a single executive often struggle when that leader faces competing demands. Spreading ownership across multiple senior roles can create clearer lines of accountability, but only if those leaders share a unified vision. The current data suggest many companies have not yet achieved that balance.
The report’s emphasis on leadership misalignment aligns with other recent analyses showing that internal cohesion is as vital as external technology investments for maintaining competitive speed. As firms manage an increasingly unstable market, the need for clear, coordinated decision‑making appears more urgent than ever.
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