Agile strategy work gives effects

To achieve the desired results – both on the line as well as in projects – it’s important that the organisation has a clear and well-founded forward direction.

A direction that both meets challenges in the business world and takes advantage of our internal strengths. The foundation for great implementation and results is laid in the processes that are carried out with broad participation. We call this agile strategy work.

Agile means smooth, fast, volatile. Agile strategy work takes seriously the organisation’s need for groups with a common understanding of both external and internal challenges. The focus is on a short and concentrated implementation in different steps to ensure that everyone in the group is on board on the same knowledge journey. This is of critical importance when the chosen strategies are to be put into action. It’s also important for a successful strategy process that you have a competent and experienced facilitation of the process.

Seven keys to a successful agile strategy process

1. Having an eye on the world

By having an eye on trends in the world that can influence the industry in which you operate, it’s possible to spot patterns and make conclusions regarding both opportunities and threats. Such insight creates the conditions you need to work with an outside-in approach in strategy development.

2. Understand what you can do and what you can’t do

It’s just as important to see the conditions that exist in your own organisation. What are your strengths and what are your weaknesses? It can sometimes be hard to spot strengths and assets that you can develop further. You might realise that you have weaknesses, but it can be easy to turn a blind eye to them as long as you believe that the business is heading in the right direction.

3. Paint a picture of a desired future

Without a clear picture of a desired future you are stumbling in the dark. Vision gives you an overall direction. It gives us meaning and something to strive for in the long-term. In some organisations, there is already a vision, and in these cases that will be the starting point of the work.

4. Strategies that show the way

If vision provides the organisation with long-term targets, strategies show what roads we can take to realise the vision. Strategies show choices that provide advantages over competitors. In administration and organisation, they show the choices that represent in the best way possible the aims and mission of the organisation.

5. Action plan that guides us

A well thought out plan of action is crucial in order to make the right things happen. The right things are the measures that contribute towards moving in the direction of the vision, and that follow the paths of the strategy. However, it’s important that the action plan is clear, timed, and with explicit responsibility.

6. Follow up in everyday life

Without follow up, very little gets done. It’s not enough to prepare and dust off old goals, strategies and action plans when it’s time to take the next step. Instead, follow up should be a part of everyday management.

7. Participation that drives engagement

When people are involved in working out goals, strategies, and plans, as well as a part of follow up, they can’t fail to feel engaged and involved, especially when progress is highlighted.

This last point is probably the most important in order for the plan to be realized.

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Hans Bandhold – responsible for Wenell Strategy

Hans Bandhold, previously senior partner in Kairos Future, where he was responsible for consultant business in scenario planning and strategy development, is responsible for Wenell Strategy. Hans is also one of the authors of the international best-seller “Scenario Planning – the link between future and strategy”, which now has been published in five languages.

 

Would you like to know more about strategy work?

Please contact Hans directly at hans.bandhold@wenell.se or by phone at +4670-516 42 40. He will tell you more about how you can make your strategy work more efficient and action oriented.

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