1. “If one does not know to which port one is sailing, no wind is favourable.”
- Lucius Seneca
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JW MARRIOTT, KUALA LJW MARRIOTT, KUALA LUMPURUMPUR
Tel: 603 9206 5800
Fax: 603 9200 7946
E-mail: ibn@intel-biznet.com
Strategic Partner:
Introducing...
The Agile Model®
Endorsed by the American Management Association
(AMA) and recognised as the "best leadership model
for our changing world" in the 2008 book Human
Resource Transformation.
Researched & Developed By:
ADVANCED EXECUTIVE EDUCATION
A Signature Event by...

2. “WHILE WE WERE SLEEP“WHILE WE WERE SLEEP“WHILE WE WERE SLEEPING THE WORLD BECAMEING THE WORLD BECAMEING THE WORLD BECAME ‘FLAT’‘FLAT’‘FLAT’ ”””
is how Thomas Friedman describes
the rapid global transformation and convergence of new forces of change.
The accelerating rate and volume of change across
the globe will continue to be driven by the exponential growth of competition,
global availability of information, macro-economic conditions, technologies advancement
and the uncertainties in the global capital markets. These variables are individually
volatile, and their interactions make the future impossible
to predict with any degree of certainty.
In many industries and countries today, managing resembles
driving a race car through an unfamiliar route in the fog, leaving many scrambling
to reinvent themselves overnight to respond to fast-changing markets.
‘ 95% of the respondents said that being adaptive during the next 3 years
was critical for their organisation to thrive.’
- Survey by Agility Consulting
- WHEN THE GROUND ROCKS, STRUCTURES MUST FLEX -
The same is true for companies competing in today’s turbulent environment.
Organisations that are best able to anticipate market movements, re-emerge from the worst system
shocks and take advantage of gaps left by those unable to withstand the brunt will win.
Doing so requires AGILITY.
STRATEGIC AGILITSTRATEGIC AGILITSTRATEGIC AGILITYYY... is
the new competitive metric… STRATEGIC AGILITSTRATEGIC AGILITSTRATEGIC AGILITYYY... is
NOTNOTNOT just the ability to be quick, but also to take strategic turns in timely fashion,
strategic re-direction / re-invention at high speed... IN TIME!!!IN TIME!!!IN TIME!!!
MOST COMPANIES DIEMOST COMPANIES DIEMOST COMPANIES DIE
NOTNOTNOT BECAUSE THEY DO THE WRONG THINGS,BECAUSE THEY DO THE WRONG THINGS,BECAUSE THEY DO THE WRONG THINGS,
BUT BECAUSE THEY KEEP DOING WHATBUT BECAUSE THEY KEEP DOING WHATBUT BECAUSE THEY KEEP DOING WHAT USED TO BEUSED TO BEUSED TO BE
THE RIGHT THINGS FORTHE RIGHT THINGS FORTHE RIGHT THINGS FOR TOO LONG…TOO LONG…TOO LONG…
The turbulence in corporations’ external environment challenges the capability of internal
decision makers to effectively anticipate changing conditions. Unless enterprise flexibility and agility
is embedded into organisational DNA, reinventing outmoded business models
or responding to environmental challenges stays a pipedream.
IS YOUR ORGANISATION ‘AGILE’ OR ‘FRAGILE’IS YOUR ORGANISATION ‘AGILE’ OR ‘FRAGILE’IS YOUR ORGANISATION ‘AGILE’ OR ‘FRAGILE’ ?????????
2121--22OCTOBER201022OCTOBER2010JWMARRIOTT,KUALAJWMARRIOTT,KUALALUMPURLUMPUR “When the rate of change INSIDE an organisation is less
than the rate of change OUTSIDE, the end is near.”
- Jack Welch
Former Chairman & CEO
General ElectricAttendThisCuttingAttendThisCutting--EdgeEdge
MasterclassTo...MasterclassTo...
Anticipate Change: Interpret the potential impact of business turbulence and trends along with the
implications to the enterprise.
Generate Confidence: Create a culture of confidence and engagement of all associates into effective
and collaborative teams.
Initiate Action: Provide the fuel and the systems to make things happen proactively and responsively…
at all levels of the organisation.
Liberate Thinking: Create the climate and conditions for fresh solutions by empowering, encouraging
and teaching others to be innovative.
Evaluate Results: Keeping the focus and managing the knowledge to learn and improve from actions.
(Source: The Agile Model®)

3. “Agility is not about perfect prediction of the future.
Instead, it is about being prepared to exploit change,
and making informed decisions as to the best moves
and countermoves for your organisation.”
- Agility Consulting And Training
MODULE 1 INTRODUCTION
Experience a process called Strategic Visioneering™ - The very
visual and interactive tool will be applied early on Day 1 to identify
the turbulence, uncertainty and complexity each participant is
dealing with in his/her business environment
Align people, processes and technology with The AGILE Model®
and learn how to put it into action
Identify agile organisations and their unique characteristics
What is strategic agility and why is it so important and relevant
during these complex and uncertain times?
The value of creating a Personal Action Plan
MODULE 2 THE BUSINESS CASE FOR STRATEGIC AGILITY
Why agility is a business imperative for today’s turbulent business
environment
Analysing global research that recommends Strategic Agility as
a business imperative (e.g., McKinsey & Co., IBM, i4cp, etc.)
What actions are successful global CEOs taking to navigate
complexity, uncertainty and turbulence
Strategic Agility: The essence of effective leadership
The necessity of improving your organisation’s capacity to adapt
Understand and apply The AGILE Model®
Build your business case for Strategic Agility in your organisation
MODULE 3 A PSYCHOLOGIST’S PERSPECTIVE ON
AGILITY AND THE HUMAN BRAIN
How learning creates new connections for brain growth
Discover more about ‘learning agility’
Identify your leadership agility strengths and developmental needs
as a result of feedback from the Leadership Agility Profile™
(LAP) (Delegates will complete the LAP online prior to the start
of workshop. LAP Reports will be distributed to each delegate)
MODULE 4 ANTICIPATING CHANGE
Recognise the forces that cause change and raise your team’s
awareness of their importance and impact
Monitor the key measurements and signals of change with
your customers, suppliers, employees etc.
Scan your environment and search for information with
strategic implications
Techniques agile leaders apply to anticipate and monitor
the forces of change
Environmental Scanning and Scenario Planning
- How to apply these techniques to help anticipate change
MODULE 5 GENERATING CONFIDENCE
Communicate a clear ‘line of sight’ - from your team’s
contribution to organisational success
Demonstrate active leadership practices by staying in touch
and listening
Align resources with priorities and provide your team with the
tools they need to win
Develop the right team with skills to communicate and implement
strategy as it evolves
Understand the importance of ‘employee engagement’ and
the key drivers in the ‘service profit chain’
Social networking analysis - What it is and how it applies
to generating confidence
Continue, Start, Stop Technique - How to effectively provide
feedback
MODULE 6 INITIATING ACTION
The OODA Loop – Understand and apply this framework and
tool for speed in decision making
Bring focus and priorities consistently to action
Drive decision capability throughout the organisation
Create a culture that promotes action and a sense of urgency
Enable and empower your team to act swiftly across functional
areas
MODULE 7 LIBERATING THINKING
Foster a team climate that encourages innovation through
participation and idea generation at all levels
Establish a high level of expectation for ongoing process
improvement
Engage in a constant ‘outside the box’ search for new and
better ideas
SCAMPER Technique - Understand and apply creativity tools
like the SCAMPER Technique
MODULE 8 EVALUATING RESULTS
Develop and maintain a Strategic Agility scorecard that reflects
Key Agility Indicators (KAIs) for the 5 Drivers of The AGILE
Model® - Anticipate Change, Generate Confidence, Initiate Action,
Liberate Thinking and Evaluate Results
Use ‘best practice’ cases to experience conducting a brief
Agility Audit™
Conduct a brief Agility Audit™ of your own organisation
or business unit
Use the Strategic Agility Scorecard and your Agility Audit™
results to develop a plan for implementing Strategic Agility in
your organisation or business unit
Finalise your individual Leadership Agility development plan
The Agile Model®
The Agile Model® provides a roadmap to help organisations and leaders navigate through
the turbulent waters of today's business environment. The Agile Model® is built from best
practices in organisational performance and is endorsed by the American
Management Association (AMA) as well as recognised as the “best leadership model
for our changing world” in the 2008 book Human Resource Transformation. The five
drivers of an adaptive, agile individual, team or organisation, embodied in the model,
include the ability and processes to anticipate change, generate confidence, initiate action,
liberate thinking and evaluate results. Each of these drivers must exist within all three
enterprise domains, i.e. people, processes and technology, in order to create and sustain
an agile enterprise.How TheHow The
Workshop Will Be Conducted...Workshop Will Be Conducted...
Pragmatic
Based on research content and real life experience
of the facilitator, the course material and concepts
can be implemented as soon as participants return
to the workplace.
Participative
This workshop is designed to be participative and
interactive in nature. Class lectures, team
discussions and networking sessions contribute to
the learning process.
Solution-Oriented
The hands-on exercises and consultative sessions
provide a unique forum to address critical concerns
in today’s agile business environment.
This highly interactive workshop will introduce you to cutting-edge strategies for creating and protecting value in highly unpredictable environments. Rather than
viewing corporate strategy in isolation, strategy is integrated with the organisational and leadership factors required to succeed in the real world. Each delegate is
required to complete the Leadership Agility ProfileTM
(LAP) prior to the workshop, the results will be used as a basis to create an individual Leadership Agility
Development Plan during the class, which will help delegates transform vision into action by anticipating change and build more adaptive capabilities to be
focused, fast and flexible.
“After a comprehensive literature
research, the AGILE MODEL is
the best leadership model we
have found for addressing the
dynamics of our fast paced
world.”
- Dr. Robert Prescott, Author,
Human Resource Transformation, 2008
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4. Dear Delegate (s),
It is a great honour to present the Strategic Agility workshop to you. Strategic Agility is about an
organisation’s ability to move up the strategic agility spectrum from “I’m totally oblivious to the potential
changes that might impact our organisation” to “I see change coming and am prepared and already doing
something about it.” The workshop tools include Strategic Visioneering™, scenario planning, environmental
scanning, OODA Loop Decision Analysis, employee engagement processes, and the Agility Audit process.
I hope that you find the materials covered to be timely, to be useful, but, most importantly, to make you,
as decision-makers, much more attuned to change and to become Strategically Agile.
See you Soon!
Nick
“Strategic agility is difficult to achieve. Companies that rise
to the challenge can reap great rewards. Those that
remain inflexible risk extinction.”
- Professor Don Sull
London Business School
Dr. Nick Horney is an internationally recognised expert with 21 years of experience in the area
of Leadership Agility, Team Agility, Organisational Agility and Change Management. He is the Founder
and Principal of Agility Consulting, a leading management consulting firm that specialises in helping
global leaders and organisations build adaptive capability to anticipate change and respond
appropriately to the increasing turbulence and uncertainty in our world.
Dr. Horney’s first-hand knowledge of agility and change management was developed during his 23 years
in the Navy leading diving and explosive ordnance disposal teams, where change was a daily event. Nick
retired from the U.S. Navy reserves at the rank of Captain.
Since 2001, Nick has consulted leaders to help transform their vision to action by anticipating change and
building more adaptive capabilities to become focused, fast and flexible. Representative clients have
included Harvard University, Harrah’s Entertainment, Dell, Lenovo, National Council of Architectural
Registration Boards, US Social Security Administration, ARAMARK, John Deere, Wyeth Pharmaceuticals,
Celanese Chemicals, Cornell University and R.R. Donnelley.
Nick has been recognised as an expert in strategic agility by The CIO Magazine,
American Management Association, Canadian Management Centre, Human
Resource Planning Society and AMA Japan. He served as one of the Panel
Experts for CIO Magazine's The Agile 100 Awards.
He served on the Executive Committee of the Center for Creative Leadership (CCL)
as Vice President of Client and Constituency Relations. During his tenure, CCL was
recognised by Business Week for delivering best-in-class leadership development
products and services. The Secretary of Commerce appointed Dr. Horney to the
Board of Examiners for the Malcolm Baldrige National Quality Award. He also
helped establish and served as a judge for the USA Today Quality Cup Award for
ten years. Nick serves on the Board of the Human Resources Planning Society (HRPS),
is a committee co-chair for the HRPS affiliate organisations and serves on McKinsey’s
Online Executive Panel and the Chief Learning Officer Magazine's Business
Intelligence Board.
Nick coauthored a book entitled Project Change Management, published
by McGraw-Hill. He has authored or has been interviewed for various
podcasts, magazines and journals including enterpriseleadership.org. The
National Productivity Review, Training and Development Journal, CIO
Magazine and Bank Marketing Magazine. His academic experience includes
adjunct faculty work at Rochester Institute of Technology, Cornell University
and the University of Central Florida.
He received his Ph.D. in Industrial/Organisational Psychology from the
University of South Florida.
From The DeskFrom The Desk
of Dr. Nick Horneyof Dr. Nick Horney
Dr. Nick HorneyDr. Nick HorneyDr. Nick Horney
Client TestimonialsClient Testimonials
“Nick did an outstanding
job working with U.S. AgBank.
He brought his expertise to the
project while at the same time was
able to work collaboratively and
creatively with us to get exactly
what we needed.”
- Sr V. President, Strategic Planning
U.S. AgBank
“Nick has been helping
our executives to improve their
change agility which is required
in our high-volatile industry.”
- Managing Director of
Talent Management, Lenovo
“Nick is an innovative
professional whose ability to
see the forest through the trees
is unparalleled. His advice to Rice
Toyota during the difficult recalls
of 2010 has been priceless.”
- Internet Marketing Manager,
Rice Toyota Motor Company
“I found the Agility
seminar to be one of the
most useful seminars that
I have attended in the past five
years. The models presented
caused me to re-evaluate our
strategic direction. The sense
of urgency which I took away from
this session was personally
energising. For a business leader,
this seminar probes many of the
vital issues confronting the turbo
- charged environment in which
we are trying to survive.”
- President,
KAO Specialties America
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