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Strategic Agility

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Mark Ranford
Mark Ranford

The document discusses the evolution from traditional strategy to strategic agility. It argues that strategic agility requires organizations to harness collective intelligence through participative and networked structures. This allows for continuous learning and adaptation of strategy in response to rapidly changing environments. True strategic agility involves facilitating organizational change through employee participation rather than top-down control of change.

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

More Related Content

Strategic Agility

  • 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