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Agile Activity Groups

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DOCUMENT DESCRIPTION
Big corporation, by nature, maneuver like battleships. Held back by their own inertia and current business strategies, turning quickly can be difficult when competitive environment changes. Likewise, high performance as measured by shareholder returns is impossible to sustain over a long period of time. No company consistently beats the market.

A recent in-depth study of long-term performance however suggests an alternative point of view about business strategy. A few large companies outperform peers when the measure of performance is profitability. They maintain this performance edge even during significant business change in their competitive environments. Agility is one factor that differentiates them from others.

Agile companies adapt business change more quickly and reliably than competitors. Even as battleships, they have learned to turn quickly as speedboats. Learning the routines of Agility makes them be at the forefront of competition.

This presentation discusses the 4 Agile Activity Groups that make high-performing organizations distinguish themselves from others: the underperformers and thrashers.

1. Dynamic Strategy Development
2. Market Environment Response
3. Response Refinement
4. Change Management

A few large companies in every industry show consistently superior profitability relative to their peers. They all have one thing in common: a highly developed capacity to adapt their business to change.

This deck also includes slide templates for you to use in your own business presentations.

Published in: Business
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Agile Activity Groups

  1. 1. This is an exclusive document to the FlevyPro community - http://flevy.com/pro Framework Primer Agile Activity Groups Presentation created by Dynamic Strategy Development Market Environment Response Change Management Response Refinement Sense of Shared Purpose Change-friendly Identity Robust Strategic Intent Sensing Communication Interpretation Slack in Resources Risk Management Learning Management and Organizational Autonomy Embedded Change Capability Performance Management
  2. 2. 2This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview Agile Methodology Agility and Performance Agile Activity Groups Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  3. 3. 3This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Agile Activity Groups is a whole system of managing Agile companies to consistently outpace competitors Presentation Overview Strategically relevant, Agile Organizations pursue Change for the sake of Competitive Advantage. Big corporation, by nature, maneuver like battleships. Held back by their own inertia and current business strategies, turning quickly can be difficult when competitive environment changes. Likewise, high performance as measured by shareholder returns is impossible to sustain over a long period of time. No company consistently beats the market. A recent in-depth study of long-term performance however suggests an alternative point of view about business strategy. A few large companies outperform peers when the measure of performance is profitability. They maintain this performance edge even during significant business change in their competitive environments. Agility is one factor that differentiates them from others. Agile companies adapt business change more quickly and reliably than competitors. Even as battleships, they have learned to turn quickly as speedboats. Learning the routines of Agility makes them be at the forefront of competition. This presentation discusses the 4 Agile Activity Groups that make high-performing organizations distinguish themselves from others: the underperformers and thrashers. A few large companies in every industry show consistently superior profitability relative to their peers. They all have one thing in common: a highly developed capacity to adapt their business to change. This deck also includes slide templates for you to use in your own business presentations. 1 Dynamic Strategy Development 2 Market Environment Response 3 Response Refinement 4 Change Management The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  4. 4. 4This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview Agile Methodology Agility and Performance Agile Activity Groups Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  5. 5. 5This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Agile Methodologies began in Software, but has since transcended to other functions with the organization For more information on building an Agile Organization, refer to this framework: https://flevy.com/browse/flevypro/agile-organization-2971. Agile Methodology – Overview For the past 3 decades, Agile Methodologies have already been transforming Software development. Note that Software is a particularly difficult area to manage in the Digital Age due to the rapid advances of technologies and changes in customer demands. What is Agile? Agile is a holistic system engineered to overcome more than a dozen common barriers to successful project deployment. Under Agile, requirements and solutions evolve through the collaborative effort of self-organizing cross-functional teams. Key principles of Agile include: Adaptive planning Evolutionary development Early delivery Continuous improvement Rapid and flexible response to change In Software development, Agile has increased the average success rates from 11% to 39%. Beyond Software, organizations have adapted Agile methodologies in other parts of the organizations. These functions include: R&D Marketing Operations Corporate Strategy Due to Agile’s systematic and repetable characteristics, most organizations have been able to replicate the success in Software development across these other functions. Source: Agile Innovation, Bain, 2016 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  6. 6. 6This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Agile takes a systematic approach, which can be summarized in a 6-step process An Agile approach brings the most valuable offerings and features to market faster. Agile Methodology – Approach The team then brainstorms ways to drive improvement of future cycles The systematic approach adapted by Agile follows a 6-step process. The team tests small working increments with groups of potential customers Team members hold daily meetings to review progress and identify impediments to progress The team then deconstructs top-priority items into small modules The initiative owner continuously ranks the list of features based on the latest estimates of value to customers, financial results, and impact on other relevant initiatives To address the problem, we first form a small, focused, cross-functional, self-management team 1 2 3 4 5 6 The team’s initiative owner builds a list of promising ideas or features, by leveraging techniques such as Design Thinking. This person typically divides his or her time between the Agile team and key stakeholders A process facilitator protects the tea from distractions and puts its collective intelligence to work. The team decides how much work to take on and how to get it done. They build working versions in short cycles known as sprints. This process is completely transparent to the organization. If there are any disagreements, these are resolved via experimental feedback loops, instead of internal debates or appeals to authority. If the customer gets excited, the increment may be released immediately, even if other stakeholders feel it’s not ready for release. The decision for release is driven at this point by positive customer feedback. Likewise, the team also prepares to go after the next top priority in the list. The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  7. 7. 7This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Agile provides numerous benefits Agile also increases customer engagement and satisfaction by improving visibility and likewise adapting quicker to the customers’ changing priorities. Agile Methodology – Benefits Agile offers a wide array of benefits, which has led to its increasing popularity. According to studies, over 90% of IT organizations use Agile methodologies in at least some of their Software development. 76 77 79 84 87 800 40 60 10020 Faster time to market Reduced project risk Got better with Agile Ability to manage changing priorities Increased team productivity Increased team morale and motivation Source: The Standish Group, CHAOS Report 2015; VersionOne, 10th Annual State of Agile Survey, 2015; Scrum Alliance, The 2015 State of Scrum Report The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  8. 8. 8This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview Agile Methodology Agility and Performance Agile Activity Groups Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  9. 9. 9This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Agility and Performance are proven to be strongly intertwined Agility is a cultivated capability that enables organizations to respond in a timely, effective, and sustainable way when changing circumstances require it. Agility and Performance – Overview Source: The Agility Factor, Strategy&, 2013 A survey of 4,700+ leaders was conducted by global consulting firm PwC to determine the link between Agility and Performance. SURVEY FOCUS SAMPLE SIZE SURVEY FINDINGS More than 4,700 directors and executives from 56 companies were surveyed. 34 of the 56 companies were Fortune 500 firms. Executives at 29 of the Fortune 500 firms were interviewed. To determine the way organizations formulated strategy, designed their structures and processes, led their people, and changed and innovated. When markets and technologies changed rapidly and unpredictably, the outperformers had the capability to anticipate and respond to events, solve problems, and implement change. Strong relationship exists between a company’s basic approach to management and its long-term profitability patterns. Agile companies can easily adapt. The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  10. 10. 10This document is an exclusive document available to FlevyPro members - http://flevy.com/pro ExxonMobile and Royal Dutch Shell have consistently posted above- average return on assets (ROA) since 1980 Despite occasional stumbles, ExxonMobile and Shell have consistently delivered the goods. Agility and Performance – Oil & Gas Example Source: The Agility Factor, Strategy&, 2013 ExxonMobile and Royal Dutch Shell are the only two outperformers in the old and gas industry. The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  11. 11. 11This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Companies that score high in Agility-related routines have higher levels of Return on Assets (ROA) Though improving Agility routines can make an organization more effective, agile companies are found to have more than 3 traits in large supply. Agility and Performance – Long-term Performance Source: The Agility Factor, Strategy&, 2013 Firms with only one or two of the Agility routines are more likely to have below-average ROAs. Less than 50% 51-79% More than 80% Number of agility routines with above-average scores 3 or 4 6% 30% 18% Fewer than 3 27% 15% 3% Percentage of years ROA was above industry average The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  12. 12. 12This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview Agile Methodology Agility and Performance Agile Activity Groups Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  13. 13. 13This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Managing an Agile company involves 4 distinct but complementary groups of activities Executing these routines in concert, over and over again, enable outperformers to consistently outpace competitors. Agile Activity Groups – Overview Four routines distinguish the high-performing organizations from the thrashers and underperformers. Strategize in dynamic ways. Accurately perceive changes in external environment. Test possible responses. Implement changes in products, technology, operations, structures, systems and capabilities, as a whole. High-performing organizations can accomplish all of the following: There are 4 Agile Activity Groups that distinguish high-performing organizations. Each group encompass 3 key activities. Sense of shared purpose Change-friendly identity Robust strategic intent Sensing Communication Interpretation Slack in Resources Risk Management Learning Management and Organizational Autonomy Embedded Change Capability Performance Management Dynamic Strategy Development Market Environment Response Change Management Response Refinement The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  14. 14. 14This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Dynamic Strategy Development is a strategic direction towards gaining competitive advantage Competitive advantage is gained through ongoing series of temporary advantages that exploit current business conditions. Agile Activity Groups – Dynamic Strategy Development A $16 billion consumer finance powerhouse. Strategized the 3 elements dynamically. ̶ A widely shared and well-understood sense of purpose properly codified in its mission statement and business model. ̶ Test and learn as the company’s change friendly identity. ̶ Strategic intent embraces continuous change. ̶ Rapid shift in operation to adjust the aggressiveness of marketing, customer support, new product development, or R & D and modification of product features. COMPANY Capital One Financial Corporation CASE STUDYDESCRIPTION Clear, relevant, and shared strategy undertaken with 3 key activities integrated within the strategy. AGILE ACTIVITY GROUP Dynamic Strategy Development KEY ACTIVITIES Value-driven purpose and business model shared to drive behavior. Sense of Shared Purpose 1 Clear sense of company’s identity and direction stable enough to ground the organization. Change-friendly Identity 2 Current business strategy and intent that clarifies how the company differentiates itself. Robust Strategic Intent 3 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  15. 15. 15This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Market Environment Response ensure effective response to implications of outside signals The external focus of Agile companies enables companies to face up to brutal facts and separate wheat from chaff. Agile Activity Groups – Market Environment Response A Fortune 500 kidney care organization. With effective institutionalized perceiving routine. ̶ Focus on understanding the local marketplace and broader environment. ̶ Concentrated on delivering future value. ̶ All information funneled to top management for consideration. ̶ Different management teams accountable for different purposes. COMPANY Da Vita HealthCare Partners Inc. CASE STUDYDESCRIPTION Accurate sense of what is going on in the environment. AGILE ACTIVITY GROUP Market Environment Response KEY ACTIVITIES In-depth exploration of the future. Maintain continuous connection with varied sectors in the business environment. Sensing 1 Regular flow of communication between bottom and top for effective decision making. Communication 2 Information evaluated based on company’s identity, intent, business model, and risk tolerance. Interpretation 3 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  16. 16. 16This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Response Refinement encourages innovation and tolerates failure Agile organizations are not always and everywhere lean and mean – they must consciously build in extra organizational slack. Agile Activity Groups – Response Refinement Apparel retail chain in keeping with fashion trends and competition. Formal and informal routines in place. ̶ Maintain a ‘what’s new what’s next mantra to keep the company on their toes. ̶ Small-testing procedure in place to try new concepts and product extensions. ̶ Consumer responses to small-scale test are vetted followed by investment decisions. COMPANY Limited Brands CASE STUDYDESCRIPTION Insights refined from the perceiving routine with relatively high number of low-cost experiments. AGILE ACTIVITY GROUP Response Refinement KEY ACTIVITIES Availability of capable resources for new ideas testing and experimentation. Slack in Resources 1 Risk assessment criteria to measure success level with failure as an accepted possibility. Risk Management 2 Continuous improvement through constant learning exercises and experience. Learning 3 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  17. 17. 17This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Change Management builds company’s capability to adopt unambiguous commitment with speed, certainty, and precision Agile organizations have change capability embedded in line and staff organizations. Agile Activity Groups – Change Management Built on the principle of radical decentralization. ̶ Guided by a change-friendly identity and slogan. ̶ Branch Managers accountable for results and continuous improvement. ̶ Half of branch’s staff has lending authority, permitting customers to receive answers quickly. ̶ Decentralized approach supported through coaching. ̶ Implementation of change relies on managerial autonomy and shared leadership. ̶ Strong-form performance management system provides incentives for follow through. COMPANY Swenska Handelsbanken, a Swedish bank CASE STUDYDESCRIPTION Mastery of internal program management capabilities needed to convert successful test and innovations into widespread practice. AGILE ACTIVITY GROUP Change Management KEY ACTIVITIES Delegation of authority to line and business managers to execute changes with success. Management and Organizational Autonomy 1 Pragmatic ability to change collective habits, practices, and perspectives in line operations. Embedded Change Capability 2 Clearly accepted performance measurements and targets based on business model drivers. Performance Management 3 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  18. 18. 18This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Contents Overview Agile Methodology Agility and Performance Agile Activity Groups Templates The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  19. 19. 19This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Insert bumper. Agile Activity Groups – TEMPLATE Dynamic Strategy Development Market Environment Response Change Management Response Refinement Sense of Shared Purpose Change-friendly Identity Robust Strategic Intent Sensing Communication Interpretation Slack in Resources Risk Management Learning Management and Organizational Autonomy Embedded Change Capability Performance Management The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  20. 20. 20This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Insert bumper. Agile Activity Groups – TEMPLATE ALTERNATE Dynamic Strategy Development Market Environment Response Change Management Response Refinement 1 2 4 3 •Insert filler text, filler text, filler text, filler text. •Insert filler text, filler text, filler text, filler text. •Insert filler text, filler text, filler text.The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  21. 21. 21This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Insert headline Insert bumper. Agile Activity Groups – TEMPLATE ALTERNATE Dynamic Strategy Development Sense of shared purpose Change-friendly identity Robust strategic intent Market Environment Response Sensing Communication Interpretation Change Management Management and Organizational Autonomy Embedded Change Capability Performance Management Response Refinement Slack in Resources Risk Management Learning The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  22. 22. 22This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Download 100s of similar frameworks from the FlevyPro Library: https://flevy.com/pro/library/frameworks The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  23. 23. 23This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Need more frameworks? Download our Complete Business Frameworks Reference Guide, a 350+ slide compilation of 50+ frameworks, on Flevy The Complete Business Frameworks Reference Guide is a best selling document on Flevy. It is 350+ slides--covering 50+ common management consulting frameworks and methodologies. A summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance. This reference guide is great for those who need a refresher on common frameworks, as well as be introduced and learn new useful frameworks. You can find this document here: http://flevy.com/browse/business-document/complete- consulting-frameworks-toolkit-644 The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  24. 24. 24This document is an exclusive document available to FlevyPro members - http://flevy.com/pro Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com The content on this page has been partially hidden. FlevyPro members can download the full document here: http://flevy.com/browse/flevypro/agile-activity-groups-3790
  25. 25. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

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