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Difference between revisions of "Strategic Agility"

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== Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic Agilityhttps://www.12manage.com/description_strategic_agility.html 12Manage]<ref/> ==
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In their book 'Fast Strategy: How strategic agility will help you stay ahead of the game' (2008), Yvez Doz and Mikko Kosonen formulate 4 Key Enabling Capabilities for Strategic Agility:
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*Strategic Sensitivity (seeing and framing opportunities and threats in a new way, in time)
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**Casting a wide net.
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**Multiple levels of analysis.
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**Including understanding of one's creeping and binding "lock ins".
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*Collective Commitment (collective decision-making and commitment)
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**Keep the top level meetings focused on strategy.
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**Create culture of holistic accountability instead of silos.
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**Make time for full information sharing and interaction.
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**Treat personal objectives and concerns as critical inputs.
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**Have a FAIR process that allows for needed UNEQUAL resource allocation.
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*Resource Fluidity (fast and efficient resource mobilization, redeployment)
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**Some resources are more fluid (money, brand) than others (key people, fixed inputs, special relationships with clients).
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**Challenge is cognitive and political rather than procedural or financial.
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**Generative growth (on the edges) is key.
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**Maximize knowledge sharing with outside parties (Compare: Co-Creation).
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**Experiment.
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*Management Depoliticization
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**Most top teams are, for natural reasons, collections of independent individuals with strong opinions rather than inspiring and innovative teams.
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**Teams need to be organized for mutual interdependencies, with incentives to match.
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**Cognitive diversity is a key precondition to high-quality internal dialogs (Compare: Cross-Functional Team)
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**Use young rising leaders as a shadow management team focused on the future.
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**Have an OPEN strategy process.
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**Leaders must learn to ASK and ADAPT rather than to DECIDE and TELL.

Revision as of 17:15, 26 February 2020

Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic Agilityhttps://www.12manage.com/description_strategic_agility.html 12Manage]Cite error: The opening <ref> tag is malformed or has a bad name

In their book 'Fast Strategy: How strategic agility will help you stay ahead of the game' (2008), Yvez Doz and Mikko Kosonen formulate 4 Key Enabling Capabilities for Strategic Agility:

  • Strategic Sensitivity (seeing and framing opportunities and threats in a new way, in time)
    • Casting a wide net.
    • Multiple levels of analysis.
    • Including understanding of one's creeping and binding "lock ins".
  • Collective Commitment (collective decision-making and commitment)
    • Keep the top level meetings focused on strategy.
    • Create culture of holistic accountability instead of silos.
    • Make time for full information sharing and interaction.
    • Treat personal objectives and concerns as critical inputs.
    • Have a FAIR process that allows for needed UNEQUAL resource allocation.
  • Resource Fluidity (fast and efficient resource mobilization, redeployment)
    • Some resources are more fluid (money, brand) than others (key people, fixed inputs, special relationships with clients).
    • Challenge is cognitive and political rather than procedural or financial.
    • Generative growth (on the edges) is key.
    • Maximize knowledge sharing with outside parties (Compare: Co-Creation).
    • Experiment.
  • Management Depoliticization
    • Most top teams are, for natural reasons, collections of independent individuals with strong opinions rather than inspiring and innovative teams.
    • Teams need to be organized for mutual interdependencies, with incentives to match.
    • Cognitive diversity is a key precondition to high-quality internal dialogs (Compare: Cross-Functional Team)
    • Use young rising leaders as a shadow management team focused on the future.
    • Have an OPEN strategy process.
    • Leaders must learn to ASK and ADAPT rather than to DECIDE and TELL.