From Strategy to Strategic Agility May 28, 2009 Copyright Stratagility 2003-2007

Before getting to Strategic Agility let’s start with strategy May 28, 2009 Copyright Stratagility 2003-2007

Before getting to Strategic Agility let’s start with strategy

Strategy Formulation Being well informed about where you are May 28, 2009 Copyright Stratagility 2003-2007

Being well informed about where you are

Strategy Formulation and having a vision of where you can be May 28, 2009 Copyright Stratagility 2003-2007

and having a vision of where you can be

Strategy Formulation is the foundation upon which sound strategy is formulated May 28, 2009 Copyright Stratagility 2003-2007

is the foundation upon which sound strategy is formulated

Focus The best strategies are laser focussed May 28, 2009 Copyright Stratagility 2003-2007

The best strategies are laser focussed

Focus Focus requires courage to drop things May 28, 2009 Copyright Stratagility 2003-2007

Focus requires courage to drop things

Focus Focus allows finite resources to be synergised and magnified May 28, 2009 Copyright Stratagility 2003-2007

Focus allows finite resources to be synergised and magnified

From Conception to Translation Well informed insight is the foundation May 28, 2009 Copyright Stratagility 2003-2007

Well informed insight is the foundation

From Conception to Translation Followed by a focus on priorities & synergy of resources May 28, 2009 Copyright Stratagility 2003-2007

Followed by a focus on priorities & synergy of resources

From Conception to Translation This allows for good strategy to be conceived May 28, 2009 Copyright Stratagility 2003-2007

This allows for good strategy to be conceived

From Conception to Translation Translating that conceptualization into a form that can be represented and communicated effectively is the next requirement for good strategy formulation May 28, 2009 Copyright Stratagility 2003-2007

Translating that conceptualization into a form that can be represented and communicated effectively is the next requirement for good strategy formulation

Tools in Translation Methodologies such as Balanced Scorecard, Performance Prism, and Strategy Aligned Management May 28, 2009 Copyright Stratagility 2003-2007

Methodologies such as Balanced Scorecard, Performance Prism, and Strategy Aligned Management

Tools in Translation Provide frameworks for translating strategy into a form that can be easily understood and shared May 28, 2009 Copyright Stratagility 2003-2007

Provide frameworks for translating strategy into a form that can be easily understood and shared

Strategy Execution But formulation is the easy part May 28, 2009 Copyright Stratagility 2003-2007

But formulation is the easy part

Strategy Execution Execution is where the rubber really hits the road May 28, 2009 Copyright Stratagility 2003-2007

Execution is where the rubber really hits the road

Strategy Execution The ability to follow through and execute on strategy is what separates organizations May 28, 2009 Copyright Stratagility 2003-2007

The ability to follow through and execute on strategy is what separates organizations

Alignment To execute strategy organizations need to ensure that strategy is… May 28, 2009 Copyright Stratagility 2003-2007

To execute strategy organizations need to ensure that strategy is…

Alignment communicated, understood, believed in, and committed to, throughout May 28, 2009 Copyright Stratagility 2003-2007

communicated, understood, believed in, and committed to, throughout

Alignment Methodologies like "Balanced Scorecard", provide methods to move from formulation to execution May 28, 2009 Copyright Stratagility 2003-2007

Methodologies like "Balanced Scorecard", provide methods to move from formulation to execution

Alignment The emphasis shifts from formulation to alignment - the first step to execution May 28, 2009 Copyright Stratagility 2003-2007

The emphasis shifts from formulation to alignment - the first step to execution

Strategy Learning Formulation with execution still doesn’t complete the picture May 28, 2009 Copyright Stratagility 2003-2007

Formulation with execution still doesn’t complete the picture

Strategy Learning the context organizations operate within constantly shifts and transforms May 28, 2009 Copyright Stratagility 2003-2007

the context organizations operate within constantly shifts and transforms

Strategy Learning An organization needs to constantly respond to new challenges May 28, 2009 Copyright Stratagility 2003-2007

An organization needs to constantly respond to new challenges

Strategy Learning modifying and transforming strategy so that it remains optimal and relevant. May 28, 2009 Copyright Stratagility 2003-2007

modifying and transforming strategy so that it remains optimal and relevant.

Strategy Learning In other words a strategy learning process is needed to sustain organizational success. May 28, 2009 Copyright Stratagility 2003-2007

In other words a strategy learning process is needed to sustain organizational success.

Not Knowledge, but Learning An organization with the ability to learn & improve its strategy & execution May 28, 2009 Copyright Stratagility 2003-2007

An organization with the ability to learn & improve its strategy & execution

Not Knowledge, but Learning Even one that has a poor initial strategy and execution May 28, 2009 Copyright Stratagility 2003-2007

Even one that has a poor initial strategy and execution

Not Knowledge, but Learning Is still superior to… May 28, 2009 Copyright Stratagility 2003-2007

Is still superior to…

Not Knowledge, but Learning An organization with a great initial strategy formulation & execution May 28, 2009 Copyright Stratagility 2003-2007

An organization with a great initial strategy formulation & execution

Not Knowledge, but Learning But without an ability to learn & improve strategy effectively May 28, 2009 Copyright Stratagility 2003-2007

But without an ability to learn & improve strategy effectively

Not Knowledge, but Learning As is often said, what matters, is not what you know, but what you can learn May 28, 2009 Copyright Stratagility 2003-2007

As is often said, what matters, is not what you know, but what you can learn

May 28, 2009 Copyright Stratagility 2003-2007 ‘ It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change ’ Charles Darwin

The Final Piece How organizations learn and regenerate strategy is the key issue today May 28, 2009 Copyright Stratagility 2003-2007

How organizations learn and regenerate strategy is the key issue today

The Final Piece increasingly organizations are getting to grips with May 28, 2009 Copyright Stratagility 2003-2007

increasingly organizations are getting to grips with

The Final Piece Formulation, execution and sustaining strategy May 28, 2009 Copyright Stratagility 2003-2007

Formulation, execution and sustaining strategy

The Final Piece But are still lacking in one increasingly important respect May 28, 2009 Copyright Stratagility 2003-2007

But are still lacking in one increasingly important respect

The Final Piece Namely the speed and manner of identifying and reacting to change May 28, 2009 Copyright Stratagility 2003-2007

Namely the speed and manner of identifying and reacting to change

The Final Piece updating strategy once, twice or even 4 times a year may have been sufficient before May 28, 2009 Copyright Stratagility 2003-2007

updating strategy once, twice or even 4 times a year may have been sufficient before

The Final Piece but today, and increasingly our tomorrows it is no longer enough May 28, 2009 Copyright Stratagility 2003-2007

but today, and increasingly our tomorrows it is no longer enough

The Final Piece The question is just how fast and effectively can you learn May 28, 2009 Copyright Stratagility 2003-2007

The question is just how fast and effectively can you learn

Strategic Agility Acting & responding with a high level of agility in the realm of strategy Moving without inertia from strategic insight, to execution and back, to strategic insight That is the essence of Strategic Agility May 28, 2009 Copyright Stratagility 2003-2007 The Ultimate Strategy

Acting & responding with a high level of agility in the realm of strategy

Moving without inertia from strategic insight, to execution and back, to strategic insight

That is the essence of Strategic Agility

Participation & Collective Intelligence To build Strategic Agility, it is necessary to build participative organizations in the truest sense May 28, 2009 Copyright Stratagility 2003-2007

To build

Strategic Agility, it is necessary to build participative organizations in the truest sense

Participation & Collective Intelligence It requires harnessing the full collective intelligence at ones disposal May 28, 2009 Copyright Stratagility 2003-2007

It requires harnessing the full collective intelligence at ones disposal

Participation & Collective Intelligence It requires sensing and responding to change at the edges of an organization May 28, 2009 Copyright Stratagility 2003-2007

It requires sensing and responding to change at the edges of an organization

Participation & Collective Intelligence through empowered participatory decentralized and networked resources May 28, 2009 Copyright Stratagility 2003-2007

through empowered

participatory

decentralized

and networked resources

Strategic Agility requires a more sophisticated form of change and alignment May 28, 2009 Copyright Stratagility 2003-2007

One molded by the organizations full collective intelligence May 28, 2009 Copyright Stratagility 2003-2007

Evolving strategy that is focused, aligned, executed and adapted… May 28, 2009 Copyright Stratagility 2003-2007

Through participatory change May 28, 2009 Copyright Stratagility 2003-2007

Lost in CAOS Top down command & control organizations can no longer respond to the challenges in a timely or effective manner May 28, 2009 Copyright Stratagility 2003-2007

Top down command & control organizations can no longer respond to the challenges in a timely or effective manner

Riding the waves of CAOS They need to unleash and empower their talents in a mesh of overlapping, self-organizing networks May 28, 2009 Copyright Stratagility 2003-2007

They need to unleash and empower their talents in a mesh of overlapping, self-organizing networks

Complex Adaptive Organizational Systems (CAOS) What are now known as Complex Adaptive Organizational Systems May 28, 2009 Copyright Stratagility 2003-2007

What are now known as Complex Adaptive Organizational Systems

The Fabric of CAOS CAOS will be the organizational fabric May 28, 2009 Copyright Stratagility 2003-2007

CAOS will be the organizational fabric

The Fabric of CAOS To be facilitated rather than controlled May 28, 2009 Copyright Stratagility 2003-2007

To be facilitated rather than controlled

The Fabric of CAOS To facilitate rather than control May 28, 2009 Copyright Stratagility 2003-2007

To facilitate rather than control

The Fabric of CAOS Learning will be part & parcel of doing May 28, 2009 Copyright Stratagility 2003-2007

Learning will be part & parcel of doing

The Fabric of CAOS Instead of learning being a separate activity May 28, 2009 Copyright Stratagility 2003-2007

Instead of learning being a separate activity

The Fabric of CAOS Organizations will build learning into every operation May 28, 2009 Copyright Stratagility 2003-2007

Organizations will build learning into every operation

Change Management Change Management today, despite all its aspirations to be people oriented… May 28, 2009 Copyright Stratagility 2003-2007

Change Management today, despite all its aspirations to be people oriented…

Change Management is nothing more than the coercion of employees May 28, 2009 Copyright Stratagility 2003-2007

is nothing more than the coercion of employees

Change Management to the demands of individuals higher up the hierarchy May 28, 2009 Copyright Stratagility 2003-2007

to the demands of individuals higher up the hierarchy

Introducing… Participatory Change May 28, 2009 Copyright Stratagility 2003-2007

Change will no longer be seen as something to be managed May 28, 2009 Copyright Stratagility 2003-2007

Change will no longer be seen as something to be managed

Be The Change Instead organizations and all their people May 28, 2009 Copyright Stratagility 2003-2007

Instead organizations and all their people

Be The Change will participate in a dance of change May 28, 2009 Copyright Stratagility 2003-2007

will participate in a dance of change

Be The Change throughout and beyond their organizations May 28, 2009 Copyright Stratagility 2003-2007

throughout and beyond their organizations

Be The Change In Ghandi's own words, they will need to May 28, 2009 Copyright Stratagility 2003-2007

In Ghandi's own words, they will need to

Be The Change “ Be the change” May 28, 2009 Copyright Stratagility 2003-2007

“ Be the change”

Be The Change as opposed to managing an "identified" change May 28, 2009 Copyright Stratagility 2003-2007

as opposed to managing an "identified" change

The Participatory Economy The knowledge economy has become a common term to reflect the new realities of our environment May 28, 2009 Copyright Stratagility 2003-2007

The knowledge economy has become a common term to reflect the new realities of our environment

The Participatory Economy But more likely we are entering an era that is a participatory economy May 28, 2009 Copyright Stratagility 2003-2007

But more likely we are entering an era that is a participatory economy

The Participatory Economy Which is both a huge challenge as well as a huge opportunity May 28, 2009 Copyright Stratagility 2003-2007

Which is both a huge challenge as well as a huge opportunity

Letting Go, To Getting Strategic Agility with the tremendous speed of change it brings May 28, 2009 Copyright Stratagility 2003-2007 A huge challenge in the sense that old style organizations cannot cope

with the tremendous speed of change it brings

Letting Go, To Getting Strategic Agility A huge opportunity in that we can understand our environment better May 28, 2009 Copyright Stratagility 2003-2007

A huge opportunity in that we can understand our environment better

Letting Go, To Getting Strategic Agility and work with it rather than against it May 28, 2009 Copyright Stratagility 2003-2007

and work with it rather than against it

Letting Go, To Getting Strategic Agility to leverage this participation May 28, 2009 Copyright Stratagility 2003-2007

to leverage this participation

Letting Go, To Getting Strategic Agility and act in a much more agile manner May 28, 2009 Copyright Stratagility 2003-2007

and act in a much more agile manner

The Ultimate Strategy This then is both the driving challenge and the basis for developing a… Strategic Agility. May 28, 2009 Copyright Stratagility 2003-2007

This then is both the driving challenge and the basis for developing a…

Strategic Agility.

Strategic Agility A capability that is the ultimate strategy May 28, 2009 Copyright Stratagility 2003-2007

A capability that is the ultimate strategy

Strategic Agility The Ultimate Strategy because from this capability all necessary situational strategies can be developed May 28, 2009 Copyright Stratagility 2003-2007

because from this capability all necessary situational strategies can be developed

Strategic Agility Are you ready? May 28, 2009 Copyright Stratagility 2003-2007

Strategic Agility

Are you ready?

Mark Ranford www.stratagility.com [email_address] May 28, 2009 Copyright Stratagility 2003-2007