Traditional management set many goals - like for instance with balanced score cards.
Agile business management focuses on just one single operational goal: the flow of "energy" coming into the business. In accounting terms this is income or contribution margin. (Eli Goldratt emphasized this principle already 1984 in his famous book THE GOAL).
Agile business management fails without such single goal.
No goal > Incorrect business model > Wrong operational plan > Goal missed > Business failure
The business model (other terms: eco-system, value chain, business network) is a view of the flow of values provided by each element and the flow of contribution margin back in from customers.
Every element which can contribute or hinder this flow must be positioned in this view. By this definition your business model comprises not only your own elements - but also customers, their customers, channels, partners, regulation agencies etc.
Top class agile business management depends on top level competence of everyone in focus on the goal, building and using agile-ready operational plans and in spinning PEC cycless.
Leaders' task is to personally lead that development by:
Forget agile business management if you delegate developing competence.
No showcase & no personal coaching > People on doubt > No agility > Business failure