For a long time, the structure of many companies resembled that of a machine with hierarchically separated layers and departments, each of Which serves a specific purpose. Today, organisations are viewed more as a living living organism that flexibly adapts to changing circumstances. Many agile tools originally come from software development and a great deal of output is required at high speed. The iterative method and incremental improvements, among other things, make it possible to continuously create and test features. Approaches like design thinking' and lean start-up' transfer this software-based thinking to all team activities in a complex setting. In agile organisations, trust and the tolerance of mistakes are growing because every result is just a step to the next iteration. Employers who believe that everyone is performing to the best of their abilities will also be more willing to make concessions. Flexible concepts like job sharing, working from home and shorter working days, as well as working with freelancers, are becoming more widespread because "New Work" formats are seen as being more productive than discipline and control. In agile organisations, dynamic ways of working and self-organisation are essential, as only then is it possible to react quickly to changes in requirements and wishes. Artificial Intelligence applications will replace many jobs, including creative ones. “Agile” governance means more than just coordinating effective, efficient, and reliable public and private institutions to effectively manage problems - the term implies a forward-looking approach that seeks to anticipate problems before they materialize. Demands for agile governance have never been greater, amid a lingering pandemic, conflict, an ongoing crisis of multilateralism, and the persistent weakness of many national governance systems. Its application is perhaps needed most in fast-changing, impactful areas like technology, health, sustainability, and economic development.