Confinement, reductions in activity, economic pressure, have been a revealing context of our capacity to adapt and reinvent. This study makes agility explicit as a lever for transformation. We have identified six practices that we consider foundational.

They can be seen as triggers. By mirror effect, they are also revealing brakes on the agility of the existing system. They can be applied at the level of a team, a department or the entire company.

The carried out survey with YouGov with a representative panel allows to situate the level of maturity of organizations with regard to these principles.

Main lessons learned :

• Only 2% of the managers surveyed identify factors to be conducive to agility in their company in all areas, while 7% still see it as conventional. The vast majority are therefore in transition, with progress in some areas more than others.
• Among the identified links between the different studied areas, goal management is proving to be a brake on the development of agile practices, where collaborative uses are a real accelerator.

In conclusion, even if the crisis management that we are going through has initially validated some of the virtues of agility, we consider that these practices are not anchored in the long term, this episode is only one step in the acculturation to the subject.