Difference between revisions of "Strategic Agility"
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| + | == Definition of Strategic Agility<ref>What Does Strategic Agility Mean? [https://www.futurelab.net/blog/2017/09/strategic-agility-what-exactly-does-it-mean Future Lab]</ref> == | ||
| + | '''Strategic Agility''' is an [[Organization|organization’s]] ability to think ahead of the [[Market|market]], quickly mobilize itself, adapt to market shifts, fill capability gaps, capture new revenue ahead of the competition, and even create new markets. Strategic agility requires going outside of systems, structures, and processes, and allowing fluid organization of teams to achieve loosely defined missions. It is an [[Innovation|innovation]] playground. | ||
| − | == Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic | + | |
| + | == Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic Agility [https://www.12manage.com/description_strategic_agility.html 12Manage]<ref/> == | ||
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: | 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) | *Strategic Sensitivity (seeing and framing opportunities and threats in a new way, in time) | ||
Revision as of 17:19, 26 February 2020
Definition of Strategic Agility[1]
Strategic Agility is an organization’s ability to think ahead of the market, quickly mobilize itself, adapt to market shifts, fill capability gaps, capture new revenue ahead of the competition, and even create new markets. Strategic agility requires going outside of systems, structures, and processes, and allowing fluid organization of teams to achieve loosely defined missions. It is an innovation playground.
Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic Agility 12ManageCite 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.
- ↑ What Does Strategic Agility Mean? Future Lab