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/> == | ||
+ | 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. |
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.