| Summary: | AbstractOver the vast list to resolve, the Indonesian banking sector has proven its capabilities to strive and succeed in post-crisis existence. Since it indicates continuous organizational agility, this study proposes redefining strategic management practices through literature exploration and semi-structured interviews to sustain organizational agility. To confirm the valuable insights provided by the literature, interviews were conducted with five bank practitioners and a representative of the regulator who possesses relevant expertise and experience in the topic area, providing the nuance of the relevance of conceptualizing continuous organizational agility in the factual banking sector. The results highlight the importance of cultivating agility across entrepreneurial leadership, digital culture, and capability, arguing for using routine dynamics for stability and change while dynamic capabilities for efficient organizational agility. The proposed model aims to provide an initial attempt to stimulate discussion and further investigation on this subject that empowers bank practitioners to maintain organizational agility continuously and recognize the need for future studies to enhance understanding in an area that has gained significant interest in recent years due to rapid environmental changes.
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