Your strategic initiatives are constantly under fire due to the evolving nature of markets, technology, laws, and government. To ensure your strategy succeeds, it must remain flexible while confronting these shifting challenges. Agile Strategy Management: Techniques for Continuous Alignment and Improvement explains how to achieve this flexibility by building agility into the initiation, development, implementation, and governance of your strategic initiatives. The book details what it takes to initiate, develop, implement, and govern a healthy strategy that delivers the benefits expected by all stakeholders. It presents insights gained by the author’s organization over the last 25 years helping their clients achieve success with their strategic initiatives. Filled with real-world examples and case studies, it illustrates wide-ranging situations where the author’s company helped clients reach important business objectives. Readers can use the book to look up examples that describe the various ways to use agile methods and techniques for critical business functions, including: Scope definition of strategic initiatives Stakeholder identification Team building Project and program quality management Change management Procurement of resources Solution development, implementation, and quality management Strategy governance In this book, you will find guidelines that explain how to establish internal organizations for change and how to ensure these intermediate organizations stay motivated until final solution delivery. Presenting success stories as well as major blunders, the book can help you avoid many of the pitfalls that other organizations have experienced while governing their strategic initiatives.
In a world of rapid and unpredictable change, the problem with strategic planning is that if you follow your plan through to the end, you will get exactly what you used to want. What you need is a framework for planning and implementing a strategy that is agile enough to adapt to a dynamic environment but focused enough to deliver. That framework is the Dynamic Balanced Scorecard. The original Balanced Scorecard system has proven the most popular, successful and enduring framework for strategy execution over the last 25 years. Comprising a Strategy Map and a scorecard of KPIs, targets and initiatives, the framework helped organizations distil a strategy into actionable components and measure progress towards a strategic vision, while also implementing and monitoring the actions that drove change. However, for all its success, the Balanced Scorecard system now needs to evolve for the digital age. Until now, building the system, rolling it out enterprise-wide and adapting it to external changes has been a lengthy process. While the fundamental principles of the system are still sound and relevant, it needs to become nimbler and more responsive. The book provides a step-by-step guide to agile strategy management: from formulation to implementation to learning and adapting. For each of the steps, the book explains how Dynamic Balanced Scorecards, fit for the digital age, are built and deployed.
In a very real sense, Michael Lodato has been working on this handbook for over 45 years - starting in 1968 when, as a new CEO of a small consulting company, he attended a seminar on strategic planning at UCLA. The resulting strategy helped run the company but also served as the first template for his strategic planning methodology. Over the years, as a result of working on real issues, faced by him as an executive and client corporations, the template expanded to add tactical planning and features to handle changes in the business environments that may be coming or have already occurred, to quickly assess the impact of such changes on success, and to adapt to the new realities by making changes to its strategies, tactics and processes in time avoid bad results In short, he added agility to the template that is the substance of this handbook. This is not a text book or a book on strategic management theory. It is a step-by-step, here’s-how-to-do-it guide to achieving agile strategic management. All of this growth in the strategic management processes came, not as an academic activity. It is written for people who do, or aspire to do the work of strategic management. As you learn about the processes and read stories about how they have applied to a wide range of situations, think through how you might apply them to the situations, issues and opportunities you face. They are intended to help you unleash the talent that resides in your team and organization. The resulting methodology includes processes that guide all the work of strategic management at all levels: from strategic, through tactical, and down to individual action items in such a way that there is a strong interdependence among them.
This book examines agile approaches from a management perspective by focusing on matters of strategy, implementation, organization and people. It examines the turbulence of the marketplace and business environment in order to identify what role agile management has to play in coping with such change and uncertainty. Based on observations, personal experience and extensive research, it clearly identifies the fabric of the agile organization, helping managers to become agile leaders in an uncertain world. The book opens with a broad survey of agile strategies, comparing and contrasting some of the major methodologies selected on the basis of where they lie on a continuum of ceremony and formality, ranging from the minimalist technique-driven and software engineering focused XP, to the pragmatic product-project paradigm that is Scrum and its scaled counterpart SAFe®, to the comparatively project-centric DSDM. Subsequently, the core of the book focuses on DSDM, owing to the method’s comprehensive elaboration of program and project management practices. This work will chiefly be of interest to all those with decision-making authority within their organizations (e.g., senior managers, line managers, program, project and risk managers) and for whom topics such as strategy, finance, quality, governance and risk management constitute a daily aspect of their work. It will, however, also be of interest to those readers in advanced management or business administration courses (e.g., MBA, MSc), who wish to engage in the management of agile organizations and thus need to adapt their skills and knowledge accordingly.
Agile Strategy is a practical guide for managers responsible for setting the strategic direction of their organisations in increasingly dynamic markets. Through its frameworks, tools and real-world examples, it explains how to transform business performance through greater organisational agility. LEADERSHIP AND MANAGEMENT STRATEGY BUSINESS TRANSFORMATION Why do we need a new book on strategy? The pace of change is increasing, and strategic management is not keeping up. More than one in four (28%) strategic initiatives fail to meet their original goals and business intent, with insufficient agility identified as one of the top three barriers to successful strategy implementation. The square peg of traditional strategy -- vision, mission and blue-sky exercises; the separation of strategy from "implementation" -- no longer fits the round hole of increasingly dynamic markets. It is time for a new approach. How is Agile Strategy different? Agile Strategy distinguishes itself from other strategy and agile books currently available in that it is: Designed for large organisations: Much of the writing on agile techniques addresses start-ups or small and medium-sized enterprises (SMEs), which operate under very different constraints and freedoms. Agile Strategy is written for large organisations who want to be more agile. Commercially-led: The approach is not a lightly airbrushed business rewrite of agile software development practices, but rather a fundamental rethinking of commercial and operational business practices. Practical: It is anchored in innovative and robust concepts but designed as a practical "how-to" guide: a book for practitioners, written by a practitioner. Results-focused: Whilst addressing a broad range of organisational topics, the book is grounded in the definition and delivery of measurable business benefits. Why should I read it? Agile Strategy offers four key benefits to its readers: A clear framework ("RADAR") A single, easy-to-grasp guiding principle: The Horizon Measurable benefits A practical approach I hope you not only enjoy reading about this innovative new approach, but also go on to realise the full potential of your organisation by implementing it. Good luck! Ralph Fernando  Project Management Institute (2017) Pulse of the Profession  The Economist Intelligence Unit (2017) Closing the Gap: Designing and Delivering a Strategy that Works"
This paper presents three real life case stories that show how weakly-established organizational structures and objectives make communication and people enter into conflict instead of working together to reach feasible and beneficial results from strategic initiatives. All the cases had well-defined scope settings that lead to management "go ahead" and attribution of vast budgets. All the same, they failed to deliver or entered into critical problems demanding complete process restructuring and revamped organizations. This paper outlines a set of established tools for stakeholder management, for teambuilding, and for bringing organizations in crisis back on track. This framework of tools and techniques used early in and throughout important strategic initiatives has been used to achieve beneficial business results fast, and without any conflict, using the "no excuse for failure principle," which aligns well with the Agile Manifesto. The conclusion is that all stakeholders must be identified as early as possible and must be treated in such a way that they are happy from initiation to close out of a strategic initiative.
Facing the amplitude and the acceleration of changes, management must also change, and it must become alert, adaptable, and agile. The children of the Internet, the likes of Google, Amazon, Facebook and Tesla, are born agile, and they challenge the traditional organizations that have long lost their original agility. The latter may have innovated externally i.e. on the market-oriented part of their organization. Yet, internally their mindset, their models, and their methods have remained tightly trapped in traditional tenets. Confronted with the need for deep changes, an increasing number of business-leaders launch change-management programs, yet, conceived and carried out in traditional ways, up to 70% of them result in partial or total failure. Management cannot innovate itself, it needs people with the right motivation and with the right mind-set. However, stuck in the old system, people can only keep working in the old ways and means. Thus, the leadership must start by replacing a traditional system with a new and agile one, which will unbridle entrepreneurship. The Platform of Agile Management and the Program to Implement It combines 3 principles that help to innovate thinking, 3 paradigms to innovate behaviours, and 3 practices to innovate and to accelerate actions. The proposed platform is comprehensive, connective, and congenial. It is implemented with an agile program that combines top down push by the leadership with the bottom up pulled by the people. Then, the proposed platform will generate continuous improvements and innovations of the performance drivers.
Leaders of most firms today are painfully aware of how difficult it is to execute strategies effectively in their organizations. Industry research has well documented this reality, with the success needle barely moving over the past 20 years. Our intent in this book is to merge 'agile concepts' with strategy execution 'Best Practices' resulting in an easy to understand set of principles and techniques, organized in a meaningful, practical and quickly deployable Agile Strategy Execution Framework . This framework is presented through the eyes of organizations where it has been successfully used to drive improvements in how strategy gets executed. We expect this book to help leaders and strategy practitioners revolutionize their business models by becoming more agile in an aligned, accountable and responsive way. Our Agile Strategy Execution Framework is composed of six Dimensions and two Influencing Factors, which can be summarized as follows: Dimension #1 Detailed Plans and Metrics involves incorporating a systematic and disciplined approach that focuses on translating breakthrough organizational goals, objectives and strategies into specific functional area, team and individual plans and their associated metrics. Dimension #2 Align and Link means ensuring that strategic goals are aligned and linked to projects, programs, run-the-business activities and process improvement efforts both vertically and cross-functionally driving progress/actions at all organization levels. Dimension #3 Real-Time Updates involves institutionalizing a transparent Single Source of Truth online for all plan collaboration, engagement and reporting and then driving real-time plan updates based on day to day triggers, ensuring properly prioritized & scheduled work. Dimension #4 Cadence Decisions means ensuring proactive real-time resourcing, course correcting solution and backlog management decision-making processes. Dimension #5 Innovation Bets involves identifying and executing small opportunities to study, pilot or test new innovations that reflect current market conditions, new technology or other advances. Dimension #6 Refresh or Transform means formally reassessing core business assumptions, updating strategic plans and tactics, reviewing priorities, linkages and alignment and then pivoting as needed. Influencing Factor #1 The Culture Impacts Influencing Factor involves assessing formal vs. informal, and preached vs. practiced corporate culture. Leaders can then either use their culture as an enabling driver for managing change or if needed initiate processes to drive needed culture change. Influencing Factor #2 The Connected Governance Influencing Factor involves using leading edge digitization experiences to link leadership practices, employee engagement mechanisms and collaboration processes. Also shared are the details of an Agile Strategy Execution Maturity Model that can be used to help organizations assess their own progress in executing strategy with more agility on an evolving scale and ascertain where they would like to be in the future. The Agile Strategy Execution Framework can then be used to target improvement areas and provide guideposts and methods as to how to move up the agile strategy execution maturity curve. Also in the Appendix are a select number of techniques and templates that the authors have found useful to help jumpstart improvement efforts. In conclusion, what makes strategy execution agile is an ecosystem focused on alignment (both functional and cross-functional), accountability (through data-driven with team and individual buy-in and ownership) and responsiveness (to changing internal and external landscapes). In this way strategies and tactics can be continuously adapted, pivoted and realigned to meet execution performance expectations in an agile way.
Agile in simple terms, means the ability to move easily and quickly. In the business circle, agility or agile strategy refers to an approach in product management wherein within the dynamic, fast-changing market place an innovative strategic approach is conducive for profit and success. Agile strategizing involves a method of planning wherein importance is given to big-picture thinking, extra customer focus, and swift learning and adaption to the changing market scenarios. Agile strategy focuses on gaining a competitive advantage mainly by capitalizing on fresh innovations. The concept of agile strategy describes an organization’s ability to stay flexible and fluid, by continuously changing as well as updating their operations through new innovations. Agile strategic approach enables and equips any organization to think and plan ahead of the market, quickly mobilizing itself, adapting to market shifts, filling capability gaps, capturing new revenue in advance of the competition, and finally creating new markets.
Master's Thesis from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1, Donau-Universität Krems (Faculty of Business and Globalization; Department for Management and Economics), course: Danube Professional MBA; Area of Concentration: Strategic Management & Organizational Change, language: English, abstract: Strategic decision-making is a key task for every senior manager of any sized company. Strategic decisions are characterized by highly uncertain conditions. Managing this uncertainty and anticipating the future, is seen as key to success and the measure for being a successful manager. In the opposite direction, if firms fail to anticipate how the future will be, it is then often called “bad luck”. However, if “failing to anticipate the future” were correlated with bad luck, this would mean that “anticipating the future right” should be directly linked with good luck. However, good luck is often ignored and seen as excellent management performance instead. To reduce the influence of luck, this master thesis deals with the different approaches on strategy-formation and decision-making, to identify to what extent they differ in their methodology on how they manage the uncertainty and how they try to get control over the future. The aim is to identify best practice approaches that should lead to better performance on reduced risk and cost.
In recent years, the concept of agility has captured the executive imagination, and leaders in a variety of industries and companies of all sizes are now searching for ideas on how to effectively utilize agile thinking. This book provides insights on agility from world-class experts on leadership, strategy and organization, alongside seasoned practitioners who have successfully implemented agility programs for companies such as Daimler, Ford Motor Company, J. W. Thompson, Siemens, and NASA. By combining theoretical expertise with a variety of managerial experiences, it provides a wide-ranging yet succinct guide for companies seeking to engage in the transformative journey towards becoming more agile. As such, it will be of great use and interest to executives in all industries, executive education participants and consultants, M.B.A. students and researchers interested in agile. Agility.X prepares leaders for managing under uncertainty and organizations for thriving in turbulent environments.