There are various interpretations of business agility in several methodologies. We will focus on the agility specific to small business consolidation.
Considering that the time of private equity is short (3-5 year window), consolidation has to grow by rapidly developing and implementing various processes that will maximise the value of each business before a recapitalization event.
This is achieved by creating a sustainable mechanism of developing an idea, converting it into a business case, and developing the tool for either increasing the top line or expanding the margin and then applying it to all the hospitals in the network.
This is achieved by having a well-defined Initiative Development Value Stream.
For an organization with such a short lifetime to maximize its invested capital, organizational agility is the key instrument that has to be developed and managed from the Inception Level of Maturity. If not developed early, the initiatives are created only at the HQ level, deployed top-down, and training is rarely established. This ultimately leads to resource allocation towards the projects that never reach entire platform penetration and have no metrics to support the effect.