The Four Keys You Need know To Achieve Strategic Agility.

The Four Keys You Need know To Achieve Strategic Agility

Agilitymeansanabilitytomoveaboutquicklyandeasily.Theconceptofstrategicagility

describesabusiness’sabilitytoremainfluid,changingandupdatingoperationsasinnovations

becomeavailable.Inthislesson,welookathowstrategicagilityappliestothedevelopmentof

newproductsandservices.

Thepropositionexaminestheinfluenceofdynamicabilitiesontacticalagilityinadynamic

industry.Thestudyconsiderswhattypesofabilitiesmotivationstrategicagilityofthecase

companiesandinwhatways.Thestudyisconnectedtothetheoreticaldiscussionsonplanned

agilityandself-motivatedcompetencesinthefieldofstrategicmanagement,alsoconnectingto

issuesininternational businessandmanagement.

Concept:

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remoteof

arrangements,buildings,andprocesses,andallowingthefluidorganizationofteamstoachieve

looselydefinedmissions.Itisaninnovationplayground.

What is Strategic Agility?

Theabilitytocontinuouslyadjustandadaptstrategicdirectioninthecorebusiness,asa

functionofstrategicambitionsandchangingcircumstances,andcreatenotjustnewproduct

andservices,butalsonewbusinessmodelsandinnovativewaystocreatevalueforacompany.

Key Enabling Capabilities:

Strategic Sensitivity:boththesharpnessofperceptionandtheintensityofawareness

andattention,

Resource Fluidity:theinternalcapabilitytoreconfigurebusinesssystemsandredeploy

resourcesrapidly,

Collective Commitment:theaptitudeofthetopteamtomakebolddecisions–fast,

minusbeingboggedin“win-lose”politicsatthetop.

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Strategic Agility – why now?

Companieshaveusuallyrespondedtochangefinishedstrategicpreparationandthe

forethoughtofferedbyscenarios,orthroughcorporateventuresandanentrepreneurialdrive.

Today’schangeisbothfast–whereventurescanprovideananswer-butalsocomplex(inthe

sensethatitresultsfrommultiplehardtoforecastsystemicinteractions).Strategicplanningno

longerfitsbecausechangeisfastandunpredictable.so,doestheneedforstrategicagility.

To Develop the Skill of Strategic Thinking in your Organization:

Focusonatarget.

Asktherightquestions.

Balancethebigpictureandthedetailsalongtheway.

Explorenewchannels.

Teachstrategicthinkingskills.

Stageyourfieldofvision.

Strategicagilityisadevelopedtypeofagilitythatinadditiontorapidresponsepays

specificattentiontostrategicaspectsandpredictingchangesintheenvironment[1]beforethey

occur.

Four Keys to Creating Market-Creating Value Propositions

1. Identify the Need

Itbeginswithafocusonoutcomesandthepotentialcustomer’sneed,notthefirm’sneed

asaninnovator,orashareholder’sneedforfinancial returns.“Doesthecustomerhaveaneed

forsomething?”

Understand non-customers:“Obviously,thefirstportofcallshouldbethecustomers,”

writetheauthorsofBlue Ocean Strategy.“Butyoushouldnotstopthere.

Study markets:Althoughthereisalotofattentiontoglobalmarkets,forexamplein

smartphones,mostmarketsarefragmentedintonarrowsegments.Itcanbeamistaketochase

asinglenarrowmarketniche.

Operating at scale:Afirmalsoneedstohavethecapabilitiestooperate at scale.When

Applemadeitsmoveintomobilephones,suddenlytheyhadtohaveanenormoustransaction

enginecapableofdealingwithbillionsoftransactionsinayear.

Think big:InnovationpioneerPeterThielinhisbook,Zero to One,seestheprincipaltask

ofbusinessasessentiallyoneofcreatinganenduringmonopolythroughbreakthrough

technology.Thetechnologyhasthecapacitytogenerateaverylargefuturecash

flow.LinkedIn[2]andTwitter[3]arevaluedhighly,notbecauseofanyincomestoday,butsince

theyaresupposedashavingthesizetogeneratemassivecashflowoverthecomingdecades.

“Theoverwhelmingimportanceoffutureprofitsiscounter-intuitiveeveninSiliconValley.

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