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.
Let’s break this down into the three things that strategic agility requires. First, is the ability to bring speed (sense and response) into the system, not only through turning ideas into prototypes, but also by employing speed in key decision points.
The second requirement is clarity and stability. Clarity, in this case, is about identifying innovation hot spots and the key hypotheses that we are trying to validate. Stability refers to permanent and committed spaces and resources so that it’s not a one-time play.
The third key to strategic agility focuses on deleting or suppressing organizational memories. These are legacies that, 99% of the time, actually prevent a company from moving forward and reinventing themselves.
Scooped by Marteq |
Daniel Tremblay's curator insight,
February 22, 2018 8:07 AM
L'agilité stratégique implique que l'organisation développe de nouvelles capacités (capabilities), un nouveau type d'organisation, un nouveau mode de gestion. Devant des projets perturbants, les vieux modèles de gestion vont simplement ajouter plus de contrôle, plus de gouvernance, plus de processus de gestion, une structure plus lourde, tout ça dan l'espoir de rendre l'organisation plus agile. Ce faisant, c'est le contraire qui se produit ...
"Strategic agility means new organizational design, new capabilities, and new ways of managing... One thing is for sure: When you have an executive team that has been used to the same managerial hierarchy for the past 20 years, they’ll depend on what’s worked historically when that system is slowly being dismantled. They will simply move the boxes around to create an almost-identical organizational chart. They will exert more control over risky projects, add governance, add processes, and add structure, all in the hopes of making the enterprise more agile. But to deeply embed agility into your organization, you need to rethink the hierarchy entirely."
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