This study examines the phenomenon of "strategic agility," which emerged within the context of the evolution of strategic management in public administration, from both theoretical and practical perspectives. It argues that the traditional Weberian bureaucracy model cannot fully meet the need for public institutions to respond quickly and flexibly to environmental changes in an environment of increasing uncertainty and crisis. In this study, strategic agility is considered as the capacity of organizations to rapidly assess opportunities, minimize threats, and dynamically adapt their visions, and it is emphasized that this concept has gained a unique content in the context of public administration. In this framework, strategic agility is evaluated as a holistic management approach that increases the structural flexibility of public institutions, accelerates decision-making and implementation processes, and institutionalizes learning capacity. Comparative analysis of international examples shows that agile and hybrid public structures can be developed without compromising legal security and accountability. In the Turkish study, it is shown that while dynamics such as the development of digital infrastructure and the presence of a young population increase the potential for agility, corporate culture, organizational habits, and managerial practices make it difficult to fully realize this potential. However, it is noteworthy that various practices in Turkey, especially in recent years, largely overlap with the fundamental dimensions of strategic agility. Future studies are recommended to examine strategic agility in depth from different perspectives, focusing on sectoral, empirical, and political variables, and to investigate its concrete effects on public administration performance and citizen satisfaction.