**5. Conclusions**

There are three significant implications of the insights and frameworks that have been presented in this chapter.

First, it is noticeable that academic researchers who study strategic and organisational development favour investigating Innovation over Agility. A Google Scholar search for articles with the term 'innovation' or 'innovative' in their titles produced just under 5000 hits for the first four months of 2023. A similar search for the terms 'agility' or 'agile' produced far fewer: just over 1000 hits with some being related to medical issues or the training of dogs. Interestingly, the relationship between Innovation and Agility has been infrequently studied (just 22 articles were found by Google Scholar that included the terms 'innovation' and 'agility' in their titles the first four months of 2023). Hence, it is right to entertain the possibility that Innovation may have become an overused construct in scholarly work, resulting in what Kaplan [44] described as: "I call it the law of the instrument, and it may be formulated as follows: Give a small boy a hammer, and he will find that everything he encounters needs pounding".

Second, the role of Agility is so central that there is a pressing need for managers, and for those who are studying management, to strengthen their personal and professional readiness to be prudent and effective in using this Theory of Action. Currently, in many Business Schools, managerial education is just that—education-centric. A VUCA (volatile + uncertain + complex + ambiguous) world needs managers with Agile competencies who take responsibility for key areas of their learning to develop their proactivity, organising skills and capacity to undertake enterprising ventures.

Last, the construct of Dynamic Capabilities has been extraordinarily influential since it was introduced to scholars and managers in the early 1990s. As mentioned earlier, the primary theoretical lenses used to develop this paradigm were economic analysis and strategic management. We consider that the use of a sociological lens (Structural Functionalism) will further enrich the construct as can help in clarifying how instruments (such as Innovation and Agility) play a significant role in both deploying and renewing Dynamic Capabilities.

Areas for future research can include: (i) examining in greater depth the relationship between Innovation and Agility and current models of strategy; (ii) the role of middle-range theories in organisation development; (iii) the role of Innovation and Agility in a larger number of cases and (iv) investigating and specifying the competences needed for effective 'innovation work' and 'agile work".
