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Strategic Agility

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A view of the movement from thinking about strategy to thinking about strategic agility

A view of the movement from thinking about strategy to thinking about strategic agility

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  • Great straight message! Can I have a copy to share with my staff. My email : miclimo@yahoo.com. Thanks A lot. Michael
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  • Great representation - easy to understand, and eye catching! Thank you :)
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  • Hi Mark - Your deck is great and even more relevant today, Would a download be possible? Many thanks Danclays1@gmail.com
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  • I'm studying strategic management and it would be very nice if you allow me to download your slides or would you mind sending this presentation to maikobaramia@gmail.com
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  • Hi Mark,



    Can u share the presentation.

    If yes, please mail it to ssimhan@tatachemicals.com.

    Santosh
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  • 1. From Strategy to Strategic Agility May 28, 2009 Copyright Stratagility 2003-2007
  • 2.
    • Before getting to Strategic Agility let’s start with strategy
    May 28, 2009 Copyright Stratagility 2003-2007
  • 3. Strategy Formulation
    • Being well informed about where you are
    May 28, 2009 Copyright Stratagility 2003-2007
  • 4. Strategy Formulation
    • and having a vision of where you can be
    May 28, 2009 Copyright Stratagility 2003-2007
  • 5. Strategy Formulation
    • is the foundation upon which sound strategy is formulated
    May 28, 2009 Copyright Stratagility 2003-2007
  • 6. Focus
    • The best strategies are laser focussed
    May 28, 2009 Copyright Stratagility 2003-2007
  • 7. Focus
    • Focus requires courage to drop things
    May 28, 2009 Copyright Stratagility 2003-2007
  • 8. Focus
    • Focus allows finite resources to be synergised and magnified
    May 28, 2009 Copyright Stratagility 2003-2007
  • 9. From Conception to Translation
    • Well informed insight is the foundation
    May 28, 2009 Copyright Stratagility 2003-2007
  • 10. From Conception to Translation
    • Followed by a focus on priorities & synergy of resources
    May 28, 2009 Copyright Stratagility 2003-2007
  • 11. From Conception to Translation
    • This allows for good strategy to be conceived
    May 28, 2009 Copyright Stratagility 2003-2007
  • 12. 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
  • 13. Tools in Translation
    • Methodologies such as Balanced Scorecard, Performance Prism, and Strategy Aligned Management
    May 28, 2009 Copyright Stratagility 2003-2007
  • 14. 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
  • 15. Strategy Execution
    • But formulation is the easy part
    May 28, 2009 Copyright Stratagility 2003-2007
  • 16. Strategy Execution
    • Execution is where the rubber really hits the road
    May 28, 2009 Copyright Stratagility 2003-2007
  • 17. Strategy Execution
    • The ability to follow through and execute on strategy is what separates organizations
    May 28, 2009 Copyright Stratagility 2003-2007
  • 18. Alignment
    • To execute strategy organizations need to ensure that strategy is…
    May 28, 2009 Copyright Stratagility 2003-2007
  • 19. Alignment
    • communicated, understood, believed in, and committed to, throughout
    May 28, 2009 Copyright Stratagility 2003-2007
  • 20. Alignment
    • Methodologies like "Balanced Scorecard", provide methods to move from formulation to execution
    May 28, 2009 Copyright Stratagility 2003-2007
  • 21. Alignment
    • The emphasis shifts from formulation to alignment - the first step to execution
    May 28, 2009 Copyright Stratagility 2003-2007
  • 22. Strategy Learning
    • Formulation with execution still doesn’t complete the picture
    May 28, 2009 Copyright Stratagility 2003-2007
  • 23. Strategy Learning
    • the context organizations operate within constantly shifts and transforms
    May 28, 2009 Copyright Stratagility 2003-2007
  • 24. Strategy Learning
    • An organization needs to constantly respond to new challenges
    May 28, 2009 Copyright Stratagility 2003-2007
  • 25. Strategy Learning
    • modifying and transforming strategy so that it remains optimal and relevant.
    May 28, 2009 Copyright Stratagility 2003-2007
  • 26. Strategy Learning
    • In other words a strategy learning process is needed to sustain organizational success.
    May 28, 2009 Copyright Stratagility 2003-2007
  • 27. Not Knowledge, but Learning
    • An organization with the ability to learn & improve its strategy & execution
    May 28, 2009 Copyright Stratagility 2003-2007
  • 28. Not Knowledge, but Learning
    • Even one that has a poor initial strategy and execution
    May 28, 2009 Copyright Stratagility 2003-2007
  • 29. Not Knowledge, but Learning
    • Is still superior to…
    May 28, 2009 Copyright Stratagility 2003-2007
  • 30. Not Knowledge, but Learning
    • An organization with a great initial strategy formulation & execution
    May 28, 2009 Copyright Stratagility 2003-2007
  • 31. Not Knowledge, but Learning
    • But without an ability to learn & improve strategy effectively
    May 28, 2009 Copyright Stratagility 2003-2007
  • 32. 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
  • 33. 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
  • 34. The Final Piece
    • How organizations learn and regenerate strategy is the key issue today
    May 28, 2009 Copyright Stratagility 2003-2007
  • 35. The Final Piece
    • increasingly organizations are getting to grips with
    May 28, 2009 Copyright Stratagility 2003-2007
  • 36. The Final Piece
    • Formulation, execution and sustaining strategy
    May 28, 2009 Copyright Stratagility 2003-2007
  • 37. The Final Piece
    • But are still lacking in one increasingly important respect
    May 28, 2009 Copyright Stratagility 2003-2007
  • 38. The Final Piece
    • Namely the speed and manner of identifying and reacting to change
    May 28, 2009 Copyright Stratagility 2003-2007
  • 39. 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
  • 40. The Final Piece
    • but today, and increasingly our tomorrows it is no longer enough
    May 28, 2009 Copyright Stratagility 2003-2007
  • 41. The Final Piece
    • The question is just how fast and effectively can you learn
    May 28, 2009 Copyright Stratagility 2003-2007
  • 42. 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
  • 43. 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
  • 44. Participation & Collective Intelligence
    • It requires harnessing the full collective intelligence at ones disposal
    May 28, 2009 Copyright Stratagility 2003-2007
  • 45. Participation & Collective Intelligence
    • It requires sensing and responding to change at the edges of an organization
    May 28, 2009 Copyright Stratagility 2003-2007
  • 46. Participation & Collective Intelligence
    • through empowered
    • participatory
    • decentralized
    • and networked resources
    May 28, 2009 Copyright Stratagility 2003-2007
  • 47. Strategic Agility requires a more sophisticated form of change and alignment May 28, 2009 Copyright Stratagility 2003-2007
  • 48. One molded by the organizations full collective intelligence May 28, 2009 Copyright Stratagility 2003-2007
  • 49. Evolving strategy that is focused, aligned, executed and adapted… May 28, 2009 Copyright Stratagility 2003-2007
  • 50. Through participatory change May 28, 2009 Copyright Stratagility 2003-2007
  • 51. 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
  • 52. 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
  • 53. Complex Adaptive Organizational Systems (CAOS)
    • What are now known as Complex Adaptive Organizational Systems
    May 28, 2009 Copyright Stratagility 2003-2007
  • 54. The Fabric of CAOS
    • CAOS will be the organizational fabric
    May 28, 2009 Copyright Stratagility 2003-2007
  • 55. The Fabric of CAOS
    • To be facilitated rather than controlled
    May 28, 2009 Copyright Stratagility 2003-2007
  • 56. The Fabric of CAOS
    • To facilitate rather than control
    May 28, 2009 Copyright Stratagility 2003-2007
  • 57. The Fabric of CAOS
    • Learning will be part & parcel of doing
    May 28, 2009 Copyright Stratagility 2003-2007
  • 58. The Fabric of CAOS
    • Instead of learning being a separate activity
    May 28, 2009 Copyright Stratagility 2003-2007
  • 59. The Fabric of CAOS
    • Organizations will build learning into every operation
    May 28, 2009 Copyright Stratagility 2003-2007
  • 60. Change Management
    • Change Management today, despite all its aspirations to be people oriented…
    May 28, 2009 Copyright Stratagility 2003-2007
  • 61. Change Management
    • is nothing more than the coercion of employees
    May 28, 2009 Copyright Stratagility 2003-2007
  • 62. Change Management
    • to the demands of individuals higher up the hierarchy
    May 28, 2009 Copyright Stratagility 2003-2007
  • 63. Introducing… Participatory Change May 28, 2009 Copyright Stratagility 2003-2007
  • 64.
    • Change will no longer be seen as something to be managed
    May 28, 2009 Copyright Stratagility 2003-2007
  • 65. Be The Change
    • Instead organizations and all their people
    May 28, 2009 Copyright Stratagility 2003-2007
  • 66. Be The Change
    • will participate in a dance of change
    May 28, 2009 Copyright Stratagility 2003-2007
  • 67. Be The Change
    • throughout and beyond their organizations
    May 28, 2009 Copyright Stratagility 2003-2007
  • 68. Be The Change
    • In Ghandi's own words, they will need to
    May 28, 2009 Copyright Stratagility 2003-2007
  • 69. Be The Change
    • “ Be the change”
    May 28, 2009 Copyright Stratagility 2003-2007
  • 70. Be The Change
    • as opposed to managing an "identified" change
    May 28, 2009 Copyright Stratagility 2003-2007
  • 71. 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
  • 72. The Participatory Economy
    • But more likely we are entering an era that is a participatory economy
    May 28, 2009 Copyright Stratagility 2003-2007
  • 73. The Participatory Economy
    • Which is both a huge challenge as well as a huge opportunity
    May 28, 2009 Copyright Stratagility 2003-2007
  • 74. 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
  • 75. Letting Go, To Getting Strategic Agility
    • A huge opportunity in that we can understand our environment better
    May 28, 2009 Copyright Stratagility 2003-2007
  • 76. Letting Go, To Getting Strategic Agility
    • and work with it rather than against it
    May 28, 2009 Copyright Stratagility 2003-2007
  • 77. Letting Go, To Getting Strategic Agility
    • to leverage this participation
    May 28, 2009 Copyright Stratagility 2003-2007
  • 78. Letting Go, To Getting Strategic Agility
    • and act in a much more agile manner
    May 28, 2009 Copyright Stratagility 2003-2007
  • 79. 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
  • 80. Strategic Agility
    • A capability that is the ultimate strategy
    May 28, 2009 Copyright Stratagility 2003-2007
  • 81. Strategic Agility The Ultimate Strategy
    • because from this capability all necessary situational strategies can be developed
    May 28, 2009 Copyright Stratagility 2003-2007
  • 82.
    • Strategic Agility
    • Are you ready?
    May 28, 2009 Copyright Stratagility 2003-2007
  • 83. Mark Ranford www.stratagility.com [email_address] May 28, 2009 Copyright Stratagility 2003-2007

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