Organisational agility and the knowledge infrastructure

Flexibility has become a matter of survival for many organisations as we embark on the twenty‐first century. In the real estate field, flexibility has historically meant some combination of different forms of procuring, planning, constructing and financing space. This paper argues that such approaches are necessary, but not sufficient. Senior managers need more robust adaptive strategies that exploit knowledge management tools to model, under conditions of uncertainty, the real estate and human resource implications of different workplace decisions. These facets of workplace strategies are the knowledge infrastructure that enables agile organisations to cope successfully with chronic uncertainty.