To achive the Intelligence Business Agility, people, and the organizatio,n must move beyond obsolete biases that put humans against digital technologies, and it is essential that the leaders work towards this goals, convincing themselves that the future will be guided by those who can and know how to learn, growing and innovate by finding new ways to effectively combine human and artificial intelligence. 

Using a superlative introduced by Nick Bostrom, we can state that the IBA has its ultimate goal in the development of Collective Superintelligence, obtaining superior performance thanks to the integration of multiple intelligences.

The framework proposet for this goal is IBA ELIS based on 4 phases: Experiment, Learn, Implemenet e Scale and which uses a specific IBA Toolkit composed of the four tools described below.

The first tool is  is the IBA A-Matrix (Assessment Matrix), which is a matrix that leads us to reflect on the essential aspects that underlie an Intelligent Business Agility development action:

• How does the relationship with the market change?
• What are the needs to be satisfied?
• How does the network of internal relationships evolve?
• What assets are needed?

Every organization, and therefore every leader, must see things through the lens of efficiency and effectiveness, concepts often taken for granted and familiar, but, in many occasions, are abused and misinterpreted. The primary objective of the IBA, in relation to this, is to balance them, because efficiency alone leads to a strengthening of the status quo, while unbalancing towards effectiveness, which pushes innovation, risks making it unsustainable company action (at least in the medium term) due to continuous changes and high costs.

In particular, it is possible to observe how the People and the Value are at the center of the analysis, guided both by the external perspective, which normally unbalances towards effectiveness, and by the internal one, which brings efficiency.

Thinking in terms of expected benefits we meet the second tool, the IBA B-Matrix (Benefits Matrix).

The B-Matrix  allows you to focus on the four fundamental benefits of the IBA, highlighting (in the "corners") the fundamental importance of developing a Smart Leadership, essential for guiding companies in the new digital context, and the ability to combine Effectiveness and Efficiency to make its action sustainable.

Specifically, smart leadership is a skill that every modern leader must develop, planning the ongoing transformation process, developing new skills within the company, promoting an organizational culture that makes the best use of intelligence artificial. It's essential to identifying which activities will be carried out by humans and which by intelligent digital agents, attributing to artificial intelligence the role of co-pilot and to human intelligence that of "pilots" of the ongoing revolution.

The third tool of is the IBA C-Matrix (Canvas Matrix), designed to explore the 4 dimensions of Intelligent Business Agility, strategically evaluating its maturity in relation to Business Agility and the level of integration with the Artificial intelligence.

The fourth tool is the CoNI framework, which allows to measure qualitatively (and partly quantitatively) the CoNI, i.e. the loss derived from the lack of investment in innovation. In order to proceed operationally with its assessment, it is possible to proceed through four phases that allow you  to identify, quantify and act on the Dimensions of the IBAi that are most critical: Mapping, Analysis, Quantification and Mitigation. 

Everything is synthesized through the CoNI matrix: