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Strategic Agility

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

Published in: Business, Education
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Strategic Agility

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

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