An excellent organization demands agility and versatility, associated with change, innovation and coupled with robustness and resilience, implying stability, sustainable advantage and capabilities that may evolve over time. In the past decade, most companies adopted restructuring and re-engineering in response to environment challenges and demands, but nowadays the old approaches and solutions have lost their competency to deal with the organizational challenges and they are better to get replaced with new methods. The best and newest way of survival and success of the organizations is focusing on their organizational agility. The organizational agility is a wisely and complete response to the rapidly changing requirements in competitive markets and succeeding by the opportunities the organization gets.Organizations in the past have used many quality tools / frameworks like TQM, ISOs, Six sigma,SWOTanalysis, Activity based budgeting, Benchmarking, Earned value analysis, PESTLE Analysis, Value engineering, Concurrent engineering, SQC, QCC, Process re-engineering, Quality function deployment and so on so forth to address organization sustainability. The challenge was to ensure how these tools can effectively cater organization’s requirement of future competitiveness since in many cases these tools were just adopted out of fancy. Later few methodologies like EFQM and BSC appeared as umbrella kind approach, which can check and trigger effectiveness of various approach towards organization agility. However in isolation EFQM and BSC lost their ground due to inherent limitation of flexibility. The aim of current study is to find out gap areas in Business Excellence frameworks so that by addressing that gap area creative framework can be evolved to take care of the effective factors on organizational agility like drivers, capabilities and enablers (of the agility). It is expected that this study would be able to accelerate the organizations getting success and helping the future researchers.
