Strategic Agility

Slide 1: From Strategy to Strategic Agility Dec 2, 2007 1 Copyright Stratagility 2003-2007

Slide 2: Before getting to Strategic Agility let’s start with strategy Dec 2, 2007 2 Copyright Stratagility 2003-2007

Slide 3: Strategy Formulation Being well informed about where you are Dec 2, 2007 3 Copyright Stratagility 2003-2007

Slide 4: Strategy Formulation and having a vision of where you can be Dec 2, 2007 4 Copyright Stratagility 2003-2007

Slide 5: Strategy Formulation is the foundation upon which sound strategy is formulated Dec 2, 2007 5 Copyright Stratagility 2003-2007

Slide 6: Focus The best strategies are laser focussed Dec 2, 2007 6 Copyright Stratagility 2003-2007

Slide 7: Focus Focus requires courage to drop things Dec 2, 2007 7 Copyright Stratagility 2003-2007

Slide 8: Focus Focus allows finite resources to be synergised and magnified Dec 2, 2007 8 Copyright Stratagility 2003-2007

Slide 9: From Conception to Translation Well informed insight is the foundation Dec 2, 2007 9 Copyright Stratagility 2003-2007

Slide 10: From Conception to Translation Followed by a focus on priorities & synergy of resources Dec 2, 2007 10 Copyright Stratagility 2003-2007

Slide 11: From Conception to Translation This allows for good strategy to be conceived Dec 2, 2007 11 Copyright Stratagility 2003-2007

Slide 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 Dec 2, 2007 12 Copyright Stratagility 2003-2007

Slide 13: Tools in Translation Methodologies such as Balanced Scorecard, Performance Prism, and Strategy Aligned Management Dec 2, 2007 13 Copyright Stratagility 2003-2007

Slide 14: Tools in Translation Provide frameworks for translating strategy into a form that can be easily understood and shared Dec 2, 2007 14 Copyright Stratagility 2003-2007

Slide 15: Strategy Execution But formulation is the easy part Dec 2, 2007 15 Copyright Stratagility 2003-2007

Slide 16: Strategy Execution Execution is where the rubber really hits the road Dec 2, 2007 16 Copyright Stratagility 2003-2007

Slide 17: Strategy Execution The ability to follow through and execute on strategy is what separates organizations Dec 2, 2007 17 Copyright Stratagility 2003-2007

Slide 18: Alignment To execute strategy organizations need to ensure that strategy is… Dec 2, 2007 18 Copyright Stratagility 2003-2007

Slide 19: Alignment communicated, understood, believed in, and committed to, throughout Dec 2, 2007 19 Copyright Stratagility 2003-2007

Slide 20: Alignment Methodologies like "Balanced Scorecard", provide methods to move from formulation to execution Dec 2, 2007 20 Copyright Stratagility 2003-2007

Slide 21: Alignment The emphasis shifts from formulation to alignment - the first step to execution Dec 2, 2007 21 Copyright Stratagility 2003-2007

Slide 22: Strategy Learning Formulation with execution still doesn’t complete the picture Dec 2, 2007 22 Copyright Stratagility 2003-2007

Slide 23: Strategy Learning the context organizations operate within constantly shifts and transforms Dec 2, 2007 23 Copyright Stratagility 2003-2007

Slide 24: Strategy Learning An organization needs to constantly respond to new challenges Dec 2, 2007 24 Copyright Stratagility 2003-2007

Slide 25: Strategy Learning modifying and transforming strategy so that it remains optimal and relevant. Dec 2, 2007 25 Copyright Stratagility 2003-2007

Slide 26: Strategy Learning In other words a strategy learning process is needed to sustain organizational success. Dec 2, 2007 26 Copyright Stratagility 2003-2007

Slide 27: Not Knowledge, but Learning An organization with the ability to learn & improve its strategy & execution Dec 2, 2007 27 Copyright Stratagility 2003-2007

Slide 28: Not Knowledge, but Learning Even one that has a poor initial strategy and execution Dec 2, 2007 28 Copyright Stratagility 2003-2007

Slide 29: Not Knowledge, but Learning Is still superior to… Dec 2, 2007 29 Copyright Stratagility 2003-2007

Slide 30: Not Knowledge, but Learning An organization with a great initial strategy formulation & execution Dec 2, 2007 30 Copyright Stratagility 2003-2007

Slide 31: Not Knowledge, but Learning But without an ability to learn & improve strategy effectively Dec 2, 2007 31 Copyright Stratagility 2003-2007

Slide 32: Not Knowledge, but Learning As is often said, what matters, is not what you know, but what you can learn Dec 2, 2007 32 Copyright Stratagility 2003-2007

Slide 33: ‘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 Dec 2, 2007 33 Copyright Stratagility 2003-2007

Slide 34: The Final Piece How organizations learn and regenerate strategy is the key issue today Dec 2, 2007 34 Copyright Stratagility 2003-2007

Slide 35: The Final Piece increasingly organizations are getting to grips with Dec 2, 2007 35 Copyright Stratagility 2003-2007

Slide 36: The Final Piece Formulation, execution and sustaining strategy Dec 2, 2007 36 Copyright Stratagility 2003-2007

Slide 37: The Final Piece But are still lacking in one increasingly important respect Dec 2, 2007 37 Copyright Stratagility 2003-2007

Slide 38: The Final Piece Namely the speed and manner of identifying and reacting to change Dec 2, 2007 38 Copyright Stratagility 2003-2007

Slide 39: The Final Piece updating strategy once, twice or even 4 times a year may have been sufficient before Dec 2, 2007 39 Copyright Stratagility 2003-2007

Slide 40: The Final Piece but today, and increasingly our tomorrows it is no longer enough Dec 2, 2007 40 Copyright Stratagility 2003-2007

Slide 41: The Final Piece The question is just how fast and effectively can you learn Dec 2, 2007 41 Copyright Stratagility 2003-2007

Slide 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 The Ultimate Strategy Strategic Agility Dec 2, 2007 42 Copyright Stratagility 2003-2007

Slide 43: Participation & Collective Intelligence To build Strategic Agility, it is necessary to build participative organizations in the truest sense Dec 2, 2007 43 Copyright Stratagility 2003-2007

Slide 44: Participation & Collective Intelligence It requires harnessing the full collective intelligence at ones disposal Dec 2, 2007 44 Copyright Stratagility 2003-2007

Slide 45: Participation & Collective Intelligence It requires sensing and responding to change at the edges of an organization Dec 2, 2007 45 Copyright Stratagility 2003-2007

Slide 46: Participation & Collective Intelligence through empowered participatory decentralized and networked resources Dec 2, 2007 46 Copyright Stratagility 2003-2007

Slide 47: Strategic Agility requires a more sophisticated form of change and alignment Dec 2, 2007 47 Copyright Stratagility 2003-2007

Slide 48: One molded by the organizations full collective intelligence Dec 2, 2007 48 Copyright Stratagility 2003-2007

Slide 49: Evolving strategy that is focused, aligned, executed and adapted… Dec 2, 2007 49 Copyright Stratagility 2003-2007

Slide 50: Through participatory change Dec 2, 2007 50 Copyright Stratagility 2003-2007

Slide 51: Lost in CAOS Top down command & control organizations can no longer respond to the challenges in a timely or effective manner Dec 2, 2007 51 Copyright Stratagility 2003-2007

Slide 52: Riding the waves of CAOS They need to unleash and empower their talents in a mesh of overlapping, self- organizing networks Dec 2, 2007 52 Copyright Stratagility 2003-2007

Slide 53: Complex Adaptive Organizational Systems (CAOS) What are now known as Complex Adaptive Organizational Systems Dec 2, 2007 53 Copyright Stratagility 2003-2007

Slide 54: The Fabric of CAOS CAOS will be the organizational fabric Dec 2, 2007 54 Copyright Stratagility 2003-2007

Slide 55: The Fabric of CAOS To be facilitated rather than controlled Dec 2, 2007 55 Copyright Stratagility 2003-2007

Slide 56: The Fabric of CAOS To facilitate rather than control Dec 2, 2007 56 Copyright Stratagility 2003-2007

Slide 57: The Fabric of CAOS Learning will be part & parcel of doing Dec 2, 2007 57 Copyright Stratagility 2003-2007

Slide 58: The Fabric of CAOS Instead of learning being a separate activity Dec 2, 2007 58 Copyright Stratagility 2003-2007

Slide 59: The Fabric of CAOS Organizations will build learning into every operation Dec 2, 2007 59 Copyright Stratagility 2003-2007

Slide 60: Change Management Change Management today, despite all its aspirations to be people oriented… Dec 2, 2007 60 Copyright Stratagility 2003-2007

Slide 61: Change Management is nothing more than the coercion of employees Dec 2, 2007 61 Copyright Stratagility 2003-2007

Slide 62: Change Management to the demands of individuals higher up the hierarchy Dec 2, 2007 62 Copyright Stratagility 2003-2007

Slide 63: Introducing… Participatory Change Dec 2, 2007 63 Copyright Stratagility 2003-2007

Slide 64: Change will no longer be seen as something to be managed Dec 2, 2007 64 Copyright Stratagility 2003-2007

Slide 65: Be The Change Instead organizations and all their people Dec 2, 2007 65 Copyright Stratagility 2003-2007

Slide 66: Be The Change will participate in a dance of change Dec 2, 2007 66 Copyright Stratagility 2003-2007

Slide 67: Be The Change throughout and beyond their organizations Dec 2, 2007 67 Copyright Stratagility 2003-2007

Slide 68: Be The Change In Ghandi's own words, they will need to Dec 2, 2007 68 Copyright Stratagility 2003-2007

Slide 69: Be The Change “Be the change” Dec 2, 2007 69 Copyright Stratagility 2003-2007

Slide 70: Be The Change as opposed to managing an "identified" change Dec 2, 2007 70 Copyright Stratagility 2003-2007

Slide 71: The Participatory Economy The knowledge economy has become a common term to reflect the new realities of our environment Dec 2, 2007 71 Copyright Stratagility 2003-2007

Slide 72: The Participatory Economy But more likely we are entering an era that is a participatory economy Dec 2, 2007 72 Copyright Stratagility 2003-2007

Slide 73: The Participatory Economy Which is both a huge challenge as well as a huge opportunity Dec 2, 2007 73 Copyright Stratagility 2003-2007

Slide 74: Letting Go, To Getting Strategic Agility A huge challenge in the sense that old style organizations with the cannot cope tremendous speed of change it brings Dec 2, 2007 74 Copyright Stratagility 2003-2007

Slide 75: Letting Go, To Getting Strategic Agility A huge opportunity in that we can understand our environment better Dec 2, 2007 75 Copyright Stratagility 2003-2007

Slide 76: Letting Go, To Getting Strategic Agility and work with it rather than against it Dec 2, 2007 76 Copyright Stratagility 2003-2007

Slide 77: Letting Go, To Getting Strategic Agility to leverage this participation Dec 2, 2007 77 Copyright Stratagility 2003-2007

Slide 78: Letting Go, To Getting Strategic Agility and act in a much more agile manner Dec 2, 2007 78 Copyright Stratagility 2003-2007

Slide 79: The Ultimate Strategy This then is both the driving challenge and the basis for developing a… Strategic Agility. Dec 2, 2007 79 Copyright Stratagility 2003-2007

Slide 80: Strategic Agility A capability that is the ultimate strategy Dec 2, 2007 80 Copyright Stratagility 2003-2007

Slide 81: Strategic Agility The Ultimate Strategy because from this capability all necessary situational strategies can be developed Dec 2, 2007 81 Copyright Stratagility 2003-2007

Slide 82: Strategic Agility Are you ready? Dec 2, 2007 82 Copyright Stratagility 2003-2007

Slide 83: Mark Ranford www.stratagility.com mark@stratagility.com Dec 2, 2007 83 Copyright Stratagility 2003-2007