Strategic agility (3 21 11   final)
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Strategic agility (3 21 11 final)

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Webinar our firm gave (via Accept Software) on the concept of strategic agility.

Webinar our firm gave (via Accept Software) on the concept of strategic agility.

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    Strategic agility (3 21 11   final) Strategic agility (3 21 11 final) Presentation Transcript

    • ParCon Consulting, LLC Achieving Strategic Agility March 23, 2011 Revision 1.0C O N S U L T I N GA L i m i t e d L i a b i l i t y C o m p a n y
    • Achieving Strategic Agility Content Overview I. Introductions & Objectives II. Strategic Agility III. Challenges Faced by Company Leaders III. Approaches and Best Practices IV. AppendixCopyright ParCon Consulting, LLC | Page 2
    • Introducing ParCon Consulting Key Practice Areas Experience Across Industries Agile Strategy Industries Sample Clients Development Technology, Communications Services Innovation and Manufacturing, Industrial Growth Finance, Insurance Profit and Agricultural Efficiency Government Energy, Transportation Initiative Execution ParCon Consulting Atlanta (HQ) Portfolio Boston Optimization Austin San Diego Leadership & Team PerformanceCopyright ParCon Consulting, LLC | Page 3
    • Webinar Goals and Objectives  Goals for Today’s Webinar 1. Understand what strategic agility is and why it is so important 2. Look at the challenges companies and leaders are facing as they drive their organization to become more agile 3. Approaches leading companies are adopting to move their organizations forward 4. How is this relevant to product planning and innovation management?Copyright ParCon Consulting, LLC | Page 4
    • Strategic Agility What is Strategic Agility?  Strategic Agility? The ability of your organization to sense and respond to opportunities or obstacles thru planning and execution swiftly and effectively without loosing momentum or alignment.  What demands does strategic agility place on the organization? • Heightened strategic anticipation • Seamless translation from market insights into operational plans • Unity of leadership and culture • Resources that flow where they’re needed • Systematic approach to improvement  How does strategic agility impact product management? • Demands enhanced market & customer awareness • Rapid integration of insights into actionable options for consideration, action • Rapid translation of high-level plans into detailed execution efforts • Ability to re-prioritize rapidly and adjust planning and people on the flyCopyright ParCon Consulting, LLC | Page 5
    • The Allure of Strategic AgilityWhat are the Key Drivers?Addressing the challenge of effectively growing their companies…. External Drivers Failure of Classic Increasing Pace & Strategy & Impacts of Planning Change Internal Drivers Demand for Limitations on Business Leaders in the Middle Transparency & Resources and Consistent Capabilities Performance Impetus to Become Reactive Impetus to Become ProactiveCopyright ParCon Consulting, LLC | Page 6
    • The Essence of Strategic Agility Compressing the Time from Insight to Execution From Insight To ExecutionI. II. III. IV. Sense Relevant Translate Insights Select Options and Align the Organization, Changes in the Market into Strategic Options Develop Strategic Plans Take Disciplined Action What is your time from insight to execution? Copyright ParCon Consulting, LLC | Page 7
    • Strategic SensitivityStrategic Agility Begins with Market Awareness  Pressure on Current Approach • Increasing Pace Change • Ubiquitous Information • Leadership Limitations • Ineffective Marketing ProcessesPhase I Objective:  Capabilities Critical to Strategic AgilityTo develop a 1. Frequent, effective market & customer outreachheightened sensitivity torelevant market forces 2. Leveraging ideation, social media, crowd sourcingalong with the ability tolink market information 3. Rapid evaluation, synthesis and integration of all ofinto key insights that the data in targeted insightsdrive innovation &opportunity. 4. Commitment to understanding competitive dynamics 5. Customer behavior modeling and testingCopyright ParCon Consulting, LLC | Page 8
    • Turning Insights into Strategic OptionsStrategic Options Drive Strategic Choices  Pressure on Current Approach • True Innovation Is Challenging • The “Opportunity-Decision” Loop is Too Long • Strategic Options are Poorly Developed, Siloed • Companies Don’t Experiment  Capabilities Critical to Strategic Agility 1. Processes defining who and how strategicPhase II Objective: options are developed from market insightsEffectively & rapidly translatingmarket insights into specific & 2. Strategic clarity about where and what to look foractionable opportunities aligned based on organizational goals & prioritieswith company strategy. 3. Culture that embraces dissent and discomfort 4. Support for structured innovation 5. Automatic triggers with pre-defined action plansCopyright ParCon Consulting, LLC | Page 9
    • Agile PlanningClassic Planning Processes Require Radical Surgery  Pressure on Current Approach • Inadequate Planning Processes • Lack of Engaged Participation • Leadership Biases • Inadequate Tools and Information • Emphasis on Scheduling, WBS not Content, ValuePhase III Objective:Dynamic analysis / selection  Capabilities Critical to Strategic Agilityof strategic options tooptimize company value & 1. Planning processes that are; integrated, dynamic,risk. Seamless translation ongoing focused on long-term goals & short term plansinto viable action plans. 2. Adaptive leadership that asks better questions, sets context for honest exploration, selects the right team 3. Simplify and open up the strategy process 4. Plan for execution by understanding demands of plan against existing resources & capabilities 5. Use a portfolio approach to make decision on initiativesCopyright ParCon Consulting, LLC | Page 10
    • Agile Alignment and ExecutionGood Execution in an Agile Environment; Can it Be Done?  Pressure on Current Approach • Resources Are Scarce, Allocations Are Sub-optimal • Organizational Alignment is Suffering • Systems Aren’t Flexible Enough • People are Traumatized, Overburdened Phase IV Objective:  Capabilities Critical to Strategic Agility Effective communication & 1. Resources must flow freely to the point of need mobilization of people and resources supported by key 2. Unity of leadership built thru shared goals, processes and systems. compensation & reward structures, 3. Culture characterized by frequency, intensity, informality, openness, shared issues, longer term view 4. Job descriptions & performance expectations re- envisioned 5. Processes and IT systems modularized or redesigned to be reusable, scalable, & flexibleCopyright ParCon Consulting, LLC | Page 11
    • Strategic Agility Summary Our Experience Indicates... Building Blocks of Achieving strategic agility will be one of Strategic Agility the greatest challenges facing companies & leaders in the next 20 years Strategic agility demands a systems approach and will require that we re- think every part of the organization Achieving strategic agility only happens when you get all of the pieces in place – even missing one will negate the value Management processes must be supported by advanced decision support solutions (like Accept 360) in order to People succeed. Knowing where to start is key…Copyright ParCon Consulting, LLC | Page 12
    • Appendix: Optional Slides For Client PresentationsThe slides that follow may have been referenced during your presentation2011 Copyright Accept Corporation | Slide 13 Proprietary and Confidential
    • The Challenge of Strategic AgilityWhy Companies Struggle to Achieve it?Leaders think about, talk about, and most truly want “strategicagility” but very few companies have attained it. Why? Both the Problems & Solutions Demands on People Run Counter are Complex to How they Typically Behave Solutions demand a systems Strategic agility often runs counter approach to leadership habits Issues are complex & multi-variable It must overcome cultural hurdles (change, clear job expectations) Demands ability to rapidly do top down evaluation and analysis Requires tolerance for risk Also requires linkage with detailed You have to have perspective to bottom-up planning and execution really see the value It takes time (years) and consistency It tends to get harder the larger an of purpose to see results organization becomesCopyright ParCon Consulting, LLC | Page 14