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ParCon Consulting, LLC
                                                        Achieving Strategic Agility

                                                        March 23, 2011
                                                        Revision 1.0




C O         N S U              L T I N G
A   L i m i t e d   L i a b i l i t y   C o m p a n y
Achieving Strategic Agility
  Content Overview

    I.      Introductions & Objectives

    II.     Strategic Agility

    III.    Challenges Faced by Company Leaders
    III.    Approaches and Best Practices

    IV.     Appendix




Copyright   ParCon Consulting, LLC | Page 2
Introducing ParCon Consulting
                  Key Practice Areas                           Experience Across Industries
                                Agile Strategy               Industries          Sample Clients
                                Development         Technology, Communications

                                                    Services
                                Innovation and
                                                    Manufacturing, Industrial
                                Growth
                                                    Finance, Insurance

                                Profit and          Agricultural
                                Efficiency
                                                    Government

                                                    Energy, Transportation
                                Initiative
                                Execution
                                                    ParCon Consulting
                                                    Atlanta (HQ)
                                Portfolio           Boston
                                Optimization        Austin
                                                    San Diego


                                Leadership & Team
                                Performance

Copyright   ParCon Consulting, LLC | Page 3
Webinar Goals and Objectives

           Goals for Today’s Webinar
            1.   Understand what strategic agility is and why
                 it is so important
            2.   Look at the challenges companies and
                 leaders are facing as they drive their
                 organization to become more agile
            3.   Approaches leading companies are adopting
                 to move their organizations forward
            4.   How is this relevant to product planning and
                 innovation management?




Copyright    ParCon Consulting, LLC | Page 4
Strategic Agility
 What is Strategic Agility?

           Strategic Agility?
            The ability of your organization to sense and respond to
            opportunities or obstacles thru planning and execution swiftly
            and effectively without loosing momentum or alignment.
           What demands does strategic agility place on the organization?
            •      Heightened strategic anticipation
            •      Seamless translation from market insights into operational plans
            •      Unity of leadership and culture
            •      Resources that flow where they’re needed
            •      Systematic approach to improvement
           How does strategic agility impact product management?
            •      Demands enhanced market & customer awareness
            •      Rapid integration of insights into actionable options for consideration, action
            •      Rapid translation of high-level plans into detailed execution efforts
            •      Ability to re-prioritize rapidly and adjust planning and people on the fly

Copyright       ParCon Consulting, LLC | Page 5
The Allure of Strategic Agility
What are the Key Drivers?

Addressing the challenge of effectively growing their companies….
             External Drivers




                                             Failure of Classic                      Increasing Pace &
                                                 Strategy &                              Impacts of
                                                  Planning                                Change
            Internal Drivers




                                                                                       Demand for
                                                 Limitations on   Business Leaders
                                                                    in the Middle    Transparency &
                                                 Resources and
                                                                                       Consistent
                                                  Capabilities
                                                                                      Performance

                                         Impetus to Become Reactive           Impetus to Become Proactive

Copyright                      ParCon Consulting, LLC | Page 6
The Essence of Strategic Agility
     Compressing the Time from Insight to Execution

        From Insight                                                                                               To Execution




I.                                                 II.                            III.                       IV.
        Sense Relevant                                     Translate Insights        Select Options and        Align the Organization,
     Changes in the Market                               into Strategic Options    Develop Strategic Plans     Take Disciplined Action




                                                               What is your time from insight to execution?




     Copyright   ParCon Consulting, LLC | Page 7
Strategic Sensitivity
Strategic Agility Begins with Market Awareness

                                                 Pressure on Current Approach
                                                  • Increasing Pace Change
                                                  • Ubiquitous Information
                                                  • Leadership Limitations
                                                  • Ineffective Marketing Processes


Phase I Objective:                               Capabilities Critical to Strategic Agility
To develop a                                      1.   Frequent, effective market & customer outreach
heightened sensitivity to
relevant market forces                            2.   Leveraging ideation, social media, crowd sourcing
along with the ability to
link market information                           3.   Rapid evaluation, synthesis and integration of all of
into key insights that                                 the data in targeted insights
drive innovation &
opportunity.                                      4.   Commitment to understanding competitive dynamics
                                                  5.   Customer behavior modeling and testing


Copyright   ParCon Consulting, LLC | Page 8
Turning Insights into Strategic Options
Strategic Options Drive Strategic Choices

                                                 Pressure on Current Approach
                                                   • True Innovation Is Challenging
                                                   • The “Opportunity-Decision” Loop is Too Long
                                                   • Strategic Options are Poorly Developed, Siloed
                                                   • Companies Don’t Experiment

                                                 Capabilities Critical to Strategic Agility
                                                  1.   Processes defining who and how strategic
Phase II Objective:                                    options are developed from market insights
Effectively & rapidly translating
market insights into specific &                   2.   Strategic clarity about where and what to look for
actionable opportunities aligned                       based on organizational goals & priorities
with company strategy.
                                                  3.   Culture that embraces dissent and discomfort
                                                  4.   Support for structured innovation
                                                  5.   Automatic triggers with pre-defined action plans


Copyright   ParCon Consulting, LLC | Page 9
Agile Planning
Classic Planning Processes Require Radical Surgery

                                                  Pressure on Current Approach
                                                    • Inadequate Planning Processes
                                                    • Lack of Engaged Participation
                                                    • Leadership Biases
                                                    • Inadequate Tools and Information
                                                    • Emphasis on Scheduling, WBS not Content, Value
Phase III Objective:
Dynamic analysis / selection                      Capabilities Critical to Strategic Agility
of strategic options to
optimize company value &                           1.   Planning processes that are; integrated, dynamic,
risk. Seamless translation                              ongoing focused on long-term goals & short term plans
into viable action plans.                          2.   Adaptive leadership that asks better questions, sets
                                                        context for honest exploration, selects the right team
                                                   3.   Simplify and open up the strategy process
                                                   4.   Plan for execution by understanding demands of plan
                                                        against existing resources & capabilities
                                                   5.   Use a portfolio approach to make decision on initiatives
Copyright   ParCon Consulting, LLC | Page 10
Agile Alignment and Execution
Good Execution in an Agile Environment; Can it Be Done?
                                                  Pressure on Current Approach
                                                    • Resources Are Scarce, Allocations Are Sub-optimal
                                                    • Organizational Alignment is Suffering
                                                    • Systems Aren’t Flexible Enough
                                                    • People are Traumatized, Overburdened

  Phase IV Objective:                             Capabilities Critical to Strategic Agility
  Effective communication &                        1.   Resources must flow freely to the point of need
  mobilization of people and
  resources supported by key                       2.   Unity of leadership built thru shared goals,
  processes and systems.                                compensation & reward structures,
                                                   3.   Culture characterized by frequency, intensity,
                                                        informality, openness, shared issues, longer term view
                                                   4.   Job descriptions & performance expectations re-
                                                        envisioned
                                                   5.   Processes and IT systems modularized or redesigned
                                                        to be reusable, scalable, & flexible
Copyright   ParCon Consulting, LLC | Page 11
Strategic Agility
 Summary

        Our Experience Indicates...                 Building Blocks of
      Achieving strategic agility will be one of    Strategic Agility
       the greatest challenges facing
       companies & leaders in the next 20 years
      Strategic agility demands a systems
       approach and will require that we re-
       think every part of the organization
      Achieving strategic agility only happens
       when you get all of the pieces in place –
       even missing one will negate the value
      Management processes must be
       supported by advanced decision support
       solutions (like Accept 360) in order to           People
       succeed.
      Knowing where to start is key…


Copyright   ParCon Consulting, LLC | Page 12
Appendix: Optional Slides For Client Presentations
The slides that follow may have been referenced during your presentation


2011 Copyright   Accept Corporation | Slide 13   Proprietary and Confidential
The Challenge of Strategic Agility
Why Companies Struggle to Achieve it?

Leaders think about, talk about, and most truly want “strategic
agility” but very few companies have attained it. Why?

     Both the Problems & Solutions             Demands on People Run Counter
              are Complex                       to How they Typically Behave
            Solutions demand a systems         Strategic agility often runs counter
                     approach                         to leadership habits
   Issues are complex & multi-variable          It must overcome cultural hurdles
                                                 (change, clear job expectations)
      Demands ability to rapidly do top
       down evaluation and analysis                Requires tolerance for risk
    Also requires linkage with detailed          You have to have perspective to
    bottom-up planning and execution                   really see the value
  It takes time (years) and consistency         It tends to get harder the larger an
         of purpose to see results                     organization becomes



Copyright   ParCon Consulting, LLC | Page 14

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Strategic agility (3 21 11 final)

  • 1. ParCon Consulting, LLC Achieving Strategic Agility March 23, 2011 Revision 1.0 C O N S U L T I N G A L i m i t e d L i a b i l i t y C o m p a n y
  • 2. Achieving Strategic Agility Content Overview I. Introductions & Objectives II. Strategic Agility III. Challenges Faced by Company Leaders III. Approaches and Best Practices IV. Appendix Copyright ParCon Consulting, LLC | Page 2
  • 3. Introducing ParCon Consulting Key Practice Areas Experience Across Industries Agile Strategy Industries Sample Clients Development Technology, Communications Services Innovation and Manufacturing, Industrial Growth Finance, Insurance Profit and Agricultural Efficiency Government Energy, Transportation Initiative Execution ParCon Consulting Atlanta (HQ) Portfolio Boston Optimization Austin San Diego Leadership & Team Performance Copyright ParCon Consulting, LLC | Page 3
  • 4. Webinar Goals and Objectives  Goals for Today’s Webinar 1. Understand what strategic agility is and why it is so important 2. Look at the challenges companies and leaders are facing as they drive their organization to become more agile 3. Approaches leading companies are adopting to move their organizations forward 4. How is this relevant to product planning and innovation management? Copyright ParCon Consulting, LLC | Page 4
  • 5. Strategic Agility What is Strategic Agility?  Strategic Agility? The ability of your organization to sense and respond to opportunities or obstacles thru planning and execution swiftly and effectively without loosing momentum or alignment.  What demands does strategic agility place on the organization? • Heightened strategic anticipation • Seamless translation from market insights into operational plans • Unity of leadership and culture • Resources that flow where they’re needed • Systematic approach to improvement  How does strategic agility impact product management? • Demands enhanced market & customer awareness • Rapid integration of insights into actionable options for consideration, action • Rapid translation of high-level plans into detailed execution efforts • Ability to re-prioritize rapidly and adjust planning and people on the fly Copyright ParCon Consulting, LLC | Page 5
  • 6. The Allure of Strategic Agility What are the Key Drivers? Addressing the challenge of effectively growing their companies…. External Drivers Failure of Classic Increasing Pace & Strategy & Impacts of Planning Change Internal Drivers Demand for Limitations on Business Leaders in the Middle Transparency & Resources and Consistent Capabilities Performance Impetus to Become Reactive Impetus to Become Proactive Copyright ParCon Consulting, LLC | Page 6
  • 7. The Essence of Strategic Agility Compressing the Time from Insight to Execution From Insight To Execution I. II. III. IV. Sense Relevant Translate Insights Select Options and Align the Organization, Changes in the Market into Strategic Options Develop Strategic Plans Take Disciplined Action What is your time from insight to execution? Copyright ParCon Consulting, LLC | Page 7
  • 8. Strategic Sensitivity Strategic Agility Begins with Market Awareness  Pressure on Current Approach • Increasing Pace Change • Ubiquitous Information • Leadership Limitations • Ineffective Marketing Processes Phase I Objective:  Capabilities Critical to Strategic Agility To develop a 1. Frequent, effective market & customer outreach heightened sensitivity to relevant market forces 2. Leveraging ideation, social media, crowd sourcing along with the ability to link market information 3. Rapid evaluation, synthesis and integration of all of into key insights that the data in targeted insights drive innovation & opportunity. 4. Commitment to understanding competitive dynamics 5. Customer behavior modeling and testing Copyright ParCon Consulting, LLC | Page 8
  • 9. Turning Insights into Strategic Options Strategic Options Drive Strategic Choices  Pressure on Current Approach • True Innovation Is Challenging • The “Opportunity-Decision” Loop is Too Long • Strategic Options are Poorly Developed, Siloed • Companies Don’t Experiment  Capabilities Critical to Strategic Agility 1. Processes defining who and how strategic Phase II Objective: options are developed from market insights Effectively & rapidly translating market insights into specific & 2. Strategic clarity about where and what to look for actionable opportunities aligned based on organizational goals & priorities with company strategy. 3. Culture that embraces dissent and discomfort 4. Support for structured innovation 5. Automatic triggers with pre-defined action plans Copyright ParCon Consulting, LLC | Page 9
  • 10. Agile Planning Classic Planning Processes Require Radical Surgery  Pressure on Current Approach • Inadequate Planning Processes • Lack of Engaged Participation • Leadership Biases • Inadequate Tools and Information • Emphasis on Scheduling, WBS not Content, Value Phase III Objective: Dynamic analysis / selection  Capabilities Critical to Strategic Agility of strategic options to optimize company value & 1. Planning processes that are; integrated, dynamic, risk. Seamless translation ongoing focused on long-term goals & short term plans into viable action plans. 2. Adaptive leadership that asks better questions, sets context for honest exploration, selects the right team 3. Simplify and open up the strategy process 4. Plan for execution by understanding demands of plan against existing resources & capabilities 5. Use a portfolio approach to make decision on initiatives Copyright ParCon Consulting, LLC | Page 10
  • 11. Agile Alignment and Execution Good Execution in an Agile Environment; Can it Be Done?  Pressure on Current Approach • Resources Are Scarce, Allocations Are Sub-optimal • Organizational Alignment is Suffering • Systems Aren’t Flexible Enough • People are Traumatized, Overburdened Phase IV Objective:  Capabilities Critical to Strategic Agility Effective communication & 1. Resources must flow freely to the point of need mobilization of people and resources supported by key 2. Unity of leadership built thru shared goals, processes and systems. compensation & reward structures, 3. Culture characterized by frequency, intensity, informality, openness, shared issues, longer term view 4. Job descriptions & performance expectations re- envisioned 5. Processes and IT systems modularized or redesigned to be reusable, scalable, & flexible Copyright ParCon Consulting, LLC | Page 11
  • 12. Strategic Agility Summary Our Experience Indicates... Building Blocks of  Achieving strategic agility will be one of Strategic Agility the greatest challenges facing companies & leaders in the next 20 years  Strategic agility demands a systems approach and will require that we re- think every part of the organization  Achieving strategic agility only happens when you get all of the pieces in place – even missing one will negate the value  Management processes must be supported by advanced decision support solutions (like Accept 360) in order to People succeed.  Knowing where to start is key… Copyright ParCon Consulting, LLC | Page 12
  • 13. Appendix: Optional Slides For Client Presentations The slides that follow may have been referenced during your presentation 2011 Copyright Accept Corporation | Slide 13 Proprietary and Confidential
  • 14. The Challenge of Strategic Agility Why Companies Struggle to Achieve it? Leaders think about, talk about, and most truly want “strategic agility” but very few companies have attained it. Why? Both the Problems & Solutions Demands on People Run Counter are Complex to How they Typically Behave Solutions demand a systems Strategic agility often runs counter approach to leadership habits Issues are complex & multi-variable It must overcome cultural hurdles (change, clear job expectations) Demands ability to rapidly do top down evaluation and analysis Requires tolerance for risk Also requires linkage with detailed You have to have perspective to bottom-up planning and execution really see the value It takes time (years) and consistency It tends to get harder the larger an of purpose to see results organization becomes Copyright ParCon Consulting, LLC | Page 14