1. Agile Strategy Execution
n Agile Strategy Execu0on
breaks new ground with
expert guidance for leaders
and strategy execu7on
prac77oners on how to
revolu7onize the way they
execute strategy.
Copyright Globalinkage Consulting
2. Copyright 2016: Globalinkage Consulting & AgileStrategyManager.com
Is Strategy Execution a Problem?
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What’s Worse:
Here’s Some
Facts:
3. Is Strategy Execution a Problem?
n According to Gallup’s 2013 State of the
American Workforce Research involving
more than 3,000 randomly selected workers:
n 70% report that they are either “not
engaged” or “actively disengaged” about
their job
n Only 41% of employees “feel they know
what their company stands for and what
makes its brand different from its
competitors.” For individual contributors,
the figure falls to 37%.
3
So: Strengthening Strategy Execu0on must be a priority
What’s
Even More
of an Issue:
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Five Myths About Strategy Execution
4
Execution Equals Alignment
Execution Means Sticking to the Plan
Communications Equals Understanding
Performance Culture Drives Execution
Execution Should be Driven Top-Down
Source: Sull, Homkes and Sull, HBR March,2015
5. Copyright 2016: Globalinkage Consulting & AgileStrategyManager.com
Strategy Execution Must Become
more Agile!
5
Aligned
• Goals, strategy and initiatives are linked and coordinated.
• Processes exist to coordinate/integrate organization & department
operating plans vertically & horizontally.
• Run-the-business activities must cascade from linked goals, strategy and
initiatives.
Accountable
• All employees have direct line of sight to goals and strategy and can see the
interconnectedness as well as their role and contribution.
• Culture is data & outcome driven with team buy-in & ownership.
• Progress to expected plan outcomes is regularly measured & reported.
Responsive
• Governance processes support ongoing adaptation/realignment to the
changing internal and external landscapes.
• Cross-department objectives, actions and metrics are managed real-time
with frequent discussion and decision making.
• Performance measurement transparency with common definitions of all
measurements and analytical processes
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What makes Agile Strategy Execution
‘Agile’?
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n Adherence to a set of themes that integrate meaningful Agile Concepts
with strategy execution Best Practices.
n Focus on results (i.e. metrics, targets and undesirable variance thresholds) with the
ability to and drive course corrections when results deviate from expected tolerances.
n Sustainable self-organizing cross-functional teams built around projects, programs,
Run-the-Business activities & process improvement work efforts.
n Building through incremental improvements with ‘Backlog’ as a place to capture
project tracks or areas of work outside the immediate ‘need’ and or scope creep
specifications.
n Continuous delivery of value (i.e. actionable intelligence) based on knowledge
transfer, a continuous improvement learning culture and a bias for action.
n Commitment to innovation via responding, adjusting, testing, evolving and making
changes continuously with Scrum as a mechanism for getting things done.
n Transparency and a single-source-of-truth for all information seeded from disparate
data sources.
n Valuing individuals and collaboration with a focus on governing from the middle
based on direction from the top - especially cross-functional and even cross-enterprise
(i.e. with customers, suppliers, partners, and the contingent workforce).
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What Does an Organization Look Like
that Executes Strategy with Agility?
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What are the Core Values of an Agile
Organization?
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9. 9
Revolutionizing the HOW!
n Inclusive and can be used with
all strategy ‘Best Practices’ tools
and techniques in place in
organizations today.
n Strict in intent, yet flexible in
delivery style.
n Success can be measured,
showing before and after results.
n Each dimension can be worked
separately or together, in
whatever order is best for the
organization.
Agile Strategy Execution Framework
Defined
Benefits of Using an Agile
Strategy Execution Framework
11. Agile Strategy Execution Value
ü Provides a framework and taxonomy for the measuring and
better communicating of organizational strategy execution
processes.
ü Open and transparent, which enables inclusion of all
currently deployed current methodologies, tools & processes
with space to add new and innovative ‘Best Practices.’
ü Maturity model enables easy assessment and benchmarking
of current organization strategy execution maturity and a
mechanism to track ongoing improvements.
ü Accommodates aligned & accountable digital processes for
responsive decision making.
ü Seamless tie-ins to current agile portfolio/project processes
& practices.
11Copyright 2016: Globalinkage Consulting & AgileStrategyManager.com
