Business development in the digitalization step is accelerating with technological leaps that cannot be controlled by human reason, but business development can be anticipated by improving organizational capabilities, especially in the role of strong and sustainable business organizations. Several seminars and meetings conducted by companies and discussing technological leaps have produced findings that are empirically capable of Answering business developments in the future, but for companies that still use monotonous thinking patterns, the technological leap becomes an obstacle that requires more serious handling. 

The company provides ideas of ease in working together to face increasingly fierce competition. The cooperation takes the form of innovation, innovation and making maximum and sustainable use of technology. The goal is for the maximum use of internet-based technology so that business complexity can unravel.

The use of the internet as a business support in the era of digitalization leads to the era of industry 4.0 revolution which is loaded with uncertainty, complexity and intense competition [1,2]. Business competition by maximizing the business environment has a negative contribution, so every company has the obligation to adapt quickly and the company has the ability to adapt to the environment.

Another thing that supports the business environment to be a role for the growth of the company is the active role of leaders, knowledge of leaders and the market environment, so that leaders have broad insights so that the company's vision and mission are achieved. In essence, the role of the leader has a dual role for decision making so that the quality of the leader becomes a measure to improve market performance.

Some of the results led researchers to develop an egility strategy for improving marketing performance supported by leadership agility and learning agility. This research aims to examine business environments that have a validity structure with a diversity of models and are able to improve marketing performance. 

Business Agility

The initial stage to generate agility in the business field is to delegate operational supervision to frontline employees and train them in a way that is Prolonged, as a result they can carry out the profession well.

A successful field of agility wants hope, participation, energy base allocation, measurement of progress, and appreciation. Combining all these aspects can increase agility in the industry. The benefits that can be obtained by generating agility in the industry include simplification of tasks, multidisciplinary teams, adding value and reducing balance, reforming innovation and building resilience. 

The uniqueness of the business world is to build a network that is never disconnected because of the ability of a leader, so the reality is that business is a unique activity to generate value.

Strategic Agility

The definition of strategic agility is the ability for organizations to see shifts inside the business as well as externally in the business environment in which they operate. Strategic agility is about staying competitive by recognizing and capitalizing on opportunities as well as identifying potential threats and mitigating or preventing them from materializing in the first place. 

The development of strategic agility will give leaders the competency to recognize market changes that could be good or bad for business and quickly implement or act on new ideas.

Strategic agility is the organizations ability to manage proactive change that ensures a flexible response to market changes and competition conditions as well as its superiority to competitors in its business sector by relying on three superior capabilities that ensure the sustainability of its superiority in an environment characterized by uncertainty and constant change which is strategic sensitivity, collective commitment and the flow of resources that contribute to Achieving ingenuity at the organizational the through its strategic activities to discover knowledge resources and efficient investment from its various sources.

Leadership Agility

The interpretation of agility leadership is capable and agile leadership, which prioritizes cooperation rather than just giving orders. 

Meanwhile, agile superiors are superiors who carry out bodies with a more flexible leadership style, can create teams, have competence as superiors, have a difficulty in various ends of vision, able to adjust throughout the situation, and can move forward to overcome various problems or future opportunities.

Leaders with agile leadership skills are much easier to coordinate activities to improve the ability of the team to be more productive. At the same time, the superior is also able to match the focus of all teams to be focused on the vision and goals of the body, all visions and individual goals.

Learning Agility

Learning agility dikontribusi oleh people agility, result agility, mental agility dan change agility. Learning agility It is the ability to learn to achieve new and practical skills.

Learning agility has the power to add value so that employees become more valuable to the company. At this time the company is built with business consistency for sustainability, then the role of the leader has an important factor.

Marketing Performance

Marketing performance is a structured and accountable activity. Marketing performance is built using product performance, market performance and coordination to the organizational line [3].

Marketing performance has an important role for the company, because the activities generated have an impact on the progress of the company. In addition, marketing performance has an internal role for the marketing department, so that the marketing department is more meaningful, namely increasing sales turnover and studying consumer behavior to determine strategies [4-7].

Research design uses exploratory descriptive that aims to answer questions at the time of research, answer phenomena and unravel problems that are happening.

Population and sample research using managers in manufacturing companies in Indonesia and have served as managers for at least 5 years. Sampling technique uses simple random sampling so that the number of selected samples to 400 managers. Analysis using SEM (Sequal Equation Model).

Covariance Based SEM approach by utilizing Lisrel version 9. 30 was used for data analysis. CB- SEM has robust estimation and is more relevant for confirmatory research than Variance- Based SEM.

From Figure 1 it is explained that the loading factor of all variables shows numbers above 0.6 so that it can be interpreted all indicators used to strengthen variables to be good.

From Figure 2 it is explained that all construction used to build business agility variables above 0.6 so that it can be interpreted as terpercaya. It's Prove that a business built with high trust for all shareholders will improve marketing performance, especially manufacturing companies in Indonesia.

The test results proved that the chi-square value  (145.06) did not exceed the Chi-Square  table (α=5%, DF=154) by 183.95 with a probability value level of 0.506 > a rate of α=5% (Table 1). This comparison explains that the  null  hypothesis  is  accepted   meaning   that   there  is no difference between the model of structural equations built with observational data meaning that the structural equation model built based on the theory is able to explain the condition of the phenomenon measured by the researcher. Thus the structural equation model is acceptable and used as an analytical tool.

Table 1: Goodness of Fit Indices for Structural Equation Model

Figure 1: Loading factors of all variables indicating values above 0.6, demonstrating that all indicators effectively support the respective constructs.

Figure 2: All constructs used to build the business agility variable have loading factors above 0.6, indicating reliability 

The results of the study concluded that the company that wants to exist and develop in the pandemic era as it is today even post-pandemic, then the company must act quickly to read the situation, where every activity related to sales must be more profit oriented, but the role of the competition must be taken into account because the competition will also act the same to become the market leader.

The results of the study also explained about the role of learning agility for all lines in manufkaturing companies in Indonesia. The goal is to be in line with the company's vision and mission. 

In addition to learning agility, leadership agility is also This is actually so that the role of the leader in the future has an impact that is not high risk, but the role of the leader in the company makes the achievement of the vision and mission of the organization more structured.

Suggestion

• For companies to develop leadership agility roles because the role of leaders becomes the focus of the company in the future.

• For further researchers to develop the role of leadership agility because the results have not been maximal

1. Bawany, S. "Leading in a VUCA Business Environment." Leadership Excellence Essentials, vol. 7, 2016, pp. 39–40.

2. Mack, O., and A. Khare. "Perspectives on a VUCA World." Managing in a VUCA World, 2015, pp. 3–19.

3. Kuncoro, A., et al. "The Effect of Mixed Marketing Moderation and Innovation on the Influence of Market Orientation and Entrepreneurship Orientation Toward Marketing Performance." Management Science Letters, vol. 11, 2021, pp. 895–902.

4. Breu, K., et al. "Workforce Agility: The New Employee Strategy for the Knowledge Economy." Journal of Information Technology, vol. 17, 2001, pp. 21–31.

5. Cannon, F., and N. Elford. The Agility Mindset: How Reframing Flexible Working Delivers Competitive Advantage. Palgrave MacMillan, 2017.

6. Arbussa, A., et al. "Strategic Agility Driven Business Model Renewal: The Case of an SME." Management Decision, vol. 55, no. 2, 2017. http://doi.org/10.1108/MD-05-2016-0355.

7. Doz, Y.L., and M. Kosonen. "Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal." Long Range Planning, vol. 43, no. 2–3, 2010, pp. 370–382.