If competitive advantages are now temporary… …you need to identify and extract benefit from the temporary competitive advantages that present themselves. If companies die by doing what used to be the right thing too long… …you succeed over an extended period by achieving a short business renewal cycle. The ability to sense and take advantage of opportunities by planning and executing farreaching business changes swiftly and effectively as needed
Top 10 Strategic Agility Killers Too many priorities Inadequate information flow Central command and control Denial, nostalgia, and arrogance Poor talent management practices Lack of a systems thinking approach The ‘power’ sits within functional silos Running the firm on an annual cadence Inability to reprioritize resources when needed Extensive job description/competencies ‘complex’ Businesses with the strategic agility to get inside the competition’s “renewal cycle” have a sustainable advantage!
The foundation of the platform based on strategy and business modeling. Through modeling we share and understand logical constructs much more faster than with written text. Models are not just enough and that’s why we need to add additional management elements into models and visualize those as well. Management elements are e.g. Project, task, key performance indicator, goal, status report, etc. Through visualized models we are able to share strategy and it align actions accoridingly. Now we are talking about efficient strategic management and strategies success rate is evident with Cone Made Agile Strategy Platform and related methodologies and way-of-doings.
See example (replace word software with business) http://agilemanifesto.org/ Manifesto for Agile Software Development We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value: Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan *** Manifesto for Agile Business Development We are uncovering better ways of developingbusiness by doing it and helping others do it.Through this work we have come to value: Individuals and interactions over processes and toolsProfitable business over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
The reality facing business is that everything is in a state of flux and change: continuous change internally and externally. The goals and strategic actions, such as new market entry, cannot remain as static plans. By combining criteria-based strategic management with sensitivity towards changing market opportunities, firms need a dynamic strategy, where strategic actions are constantly on the move. In smaller rapidly growing enterprises, the enterprise is shooting at a moving targets while it is moving quickly itself. Thus, the rigid year-to-year planning - ”the year clock” - cannot be adopted in isolation. It seems that the value of the strategic planning is in planning, not in a plan. The strategy has to have the appropriate form to allow for constant review, update and iteration. This suggests a family of strategy models based on a criteria for, rule or logic-of action, where each element of the strategy can be re-evaluated separately for the changing environment and the family as a whole simultaneously. As strategic theme has interconnected elements in each of the analytic perspectives -- roots in the Practice (e.g. opportunity recognition, growth culture), procedures in the Planning (e.g. market analysis, market entry criteria), change in the Process (e.g. development of the country office) or elements in the Policy making (e.g. internationalization strategy or market entry strategy) – they all need to be re-evaluated and adjusted accordingly. Management emphasizes immediate results, especially during depression times. Managers often claim to be future-oriented – ”e.g., we have our eyes fixed on the future”; but the this research revealed a different story: that sales meetings handle those deals that were never closed or the problems with clients, or the manager spends hours presenting financial figures from the previous quarter. An organization cannot be called very creative or future-oriented, if most of the time is spent reflecting on the past. The evidence shows that case companies have their management system of growth, especially transparent growth metrics, which encourage re-evaluation for action.