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Webinar our firm gave (via Accept Software) on the concept of strategic agility.
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C O N S U L T I N GA L i m i t e d L i a b i l i t y C o m p a n y
ParCon Consulting, LLC
Achieving Strategic Agility
March 23, 2011
Revision 1.0
Copyright ParCon Consulting, LLC | Page 2
Achieving Strategic AgilityContent Overview
I. Introductions & Objectives
II. Strategic Agility
III. Challenges Faced by Company Leaders
III. Approaches and Best Practices
IV. Appendix
Copyright ParCon Consulting, LLC | Page 3
Introducing ParCon Consulting
Key Practice Areas Experience Across Industries
Innovation and
Growth
Profit and
Efficiency
Agile Strategy
Development
Initiative
Execution
Portfolio
Optimization
Leadership & Team
Performance
Industries Sample Clients
Technology, Communications
Services
Manufacturing, Industrial
Finance, Insurance
Agricultural
Government
Energy, Transportation
ParCon Consulting
Atlanta (HQ)
Boston
Austin
San Diego
Copyright ParCon Consulting, LLC | Page 4
Webinar Goals and Objectives
Goals for Today’s Webinar
1. Understand what strategic agility is and why
it is so important
2. Look at the challenges companies and
leaders are facing as they drive their
organization to become more agile
3. Approaches leading companies are adopting
to move their organizations forward
4. How is this relevant to product planning and
innovation management?
Copyright ParCon Consulting, LLC | Page 5
Strategic AgilityWhat is Strategic Agility?
Strategic Agility?
The ability of your organization to sense and respond to
opportunities or obstacles thru planning and execution swiftly
and effectively without loosing momentum or alignment.
What demands does strategic agility place on the organization?
• Heightened strategic anticipation
• Seamless translation from market insights into operational plans
• Unity of leadership and culture
• Resources that flow where they’re needed
• Systematic approach to improvement
How does strategic agility impact product management?
• Demands enhanced market & customer awareness
• Rapid integration of insights into actionable options for consideration, action
• Rapid translation of high-level plans into detailed execution efforts
• Ability to re-prioritize rapidly and adjust planning and people on the fly
Copyright ParCon Consulting, LLC | Page 6
The Allure of Strategic AgilityWhat are the Key Drivers?
Impetus to Become Reactive Impetus to Become Proactive
Exte
rnal
Dri
vers
Inte
rnal
Dri
vers
Increasing Pace &
Impacts of
Change
Limitations on
Resources and
Capabilities
Demand for
Transparency &
Consistent
Performance
Failure of Classic
Strategy &
Planning
Business Leaders
in the Middle
Addressing the challenge of effectively growing their companies….
Copyright ParCon Consulting, LLC | Page 7
The Essence of Strategic AgilityCompressing the Time from Insight to Execution
Sense Relevant
Changes in the Market
Translate Insights
into Strategic Options
Select Options and
Develop Strategic Plans
Align the Organization,
Take Disciplined Action
I. II. III. IV.
What is your time from insight to execution?
From Insight To Execution
Copyright ParCon Consulting, LLC | Page 8
Strategic SensitivityStrategic Agility Begins with Market Awareness
Pressure on Current Approach
• Increasing Pace Change
• Ubiquitous Information
• Leadership Limitations
• Ineffective Marketing Processes
Capabilities Critical to Strategic Agility
1. Frequent, effective market & customer outreach
2. Leveraging ideation, social media, crowd sourcing
3. Rapid evaluation, synthesis and integration of all of
the data in targeted insights
4. Commitment to understanding competitive dynamics
5. Customer behavior modeling and testing
Phase I Objective: To develop a
heightened sensitivity to
relevant market forces
along with the ability to
link market information
into key insights that
drive innovation &
opportunity.
Copyright ParCon Consulting, LLC | Page 9
Turning Insights into Strategic OptionsStrategic Options Drive Strategic Choices
Pressure on Current Approach
• True Innovation Is Challenging
• The “Opportunity-Decision” Loop is Too Long
• Strategic Options are Poorly Developed, Siloed
• Companies Don’t Experiment
Capabilities Critical to Strategic Agility
1. Processes defining who and how strategic
options are developed from market insights
2. Strategic clarity about where and what to look for
based on organizational goals & priorities
3. Culture that embraces dissent and discomfort
4. Support for structured innovation
5. Automatic triggers with pre-defined action plans
Phase II Objective: Effectively & rapidly translating
market insights into specific &
actionable opportunities aligned
with company strategy.
Copyright ParCon Consulting, LLC | Page 10
Agile PlanningClassic Planning Processes Require Radical Surgery
Pressure on Current Approach
• Inadequate Planning Processes
• Lack of Engaged Participation
• Leadership Biases
• Inadequate Tools and Information
• Emphasis on Scheduling, WBS not Content, Value
Capabilities Critical to Strategic Agility
1. Planning processes that are; integrated, dynamic,
ongoing focused on long-term goals & short term plans
2. Adaptive leadership that asks better questions, sets
context for honest exploration, selects the right team
3. Simplify and open up the strategy process
4. Plan for execution by understanding demands of plan
against existing resources & capabilities
5. Use a portfolio approach to make decision on initiatives
Phase III Objective: Dynamic analysis / selection
of strategic options to
optimize company value &
risk. Seamless translation
into viable action plans.
Copyright ParCon Consulting, LLC | Page 11
Agile Alignment and ExecutionGood Execution in an Agile Environment; Can it Be Done?
Pressure on Current Approach
• Resources Are Scarce, Allocations Are Sub-optimal
• Organizational Alignment is Suffering
• Systems Aren’t Flexible Enough
• People are Traumatized, Overburdened
Capabilities Critical to Strategic Agility
1. Resources must flow freely to the point of need
2. Unity of leadership built thru shared goals,
compensation & reward structures,
3. Culture characterized by frequency, intensity,
informality, openness, shared issues, longer term view
4. Job descriptions & performance expectations re-
envisioned
5. Processes and IT systems modularized or redesigned
to be reusable, scalable, & flexible
Phase IV Objective: Effective communication &
mobilization of people and
resources supported by key
processes and systems.
Copyright ParCon Consulting, LLC | Page 12
Strategic AgilitySummary
Achieving strategic agility will be one of
the greatest challenges facing
companies & leaders in the next 20 years
Strategic agility demands a systems
approach and will require that we re-
think every part of the organization
Achieving strategic agility only happens
when you get all of the pieces in place –
even missing one will negate the value
Management processes must be
supported by advanced decision support
solutions (like Accept 360) in order to
succeed.
Knowing where to start is key…
Our Experience Indicates...
People
Building Blocks of
Strategic Agility
2011 Copyright Accept Corporation | Slide 13 Proprietary and Confidential
Appendix: Optional Slides For Client Presentations
The slides that follow may have been referenced during your presentation
Copyright ParCon Consulting, LLC | Page 14
The Challenge of Strategic AgilityWhy Companies Struggle to Achieve it?
Both the Problems & Solutions
are Complex
Solutions demand a systems
approach
Issues are complex & multi-variable
Demands ability to rapidly do top
down evaluation and analysis
Also requires linkage with detailed
bottom-up planning and execution
It takes time (years) and consistency
of purpose to see results
Leaders think about, talk about, and most truly want “strategic
agility” but very few companies have attained it. Why?
Demands on People Run Counter
to How they Typically Behave
Strategic agility often runs counter
to leadership habits
It must overcome cultural hurdles
(change, clear job expectations)
Requires tolerance for risk
You have to have perspective to
really see the value
It tends to get harder the larger an
organization becomes