Strategic agility - just another management buzzword?

Strategic agility - just another management buzzword?

Insights | 30 January 2019

It’s taken a few years for Agile thinking to make its way out of the IT realm, into mainstream business and climb the rungs to the C Level. Now, the ongoing challenge is to keep it there and ensure it permeates throughout the organisation. This is where Strategic Agility plays a role and differs from operational agility, which tends to function at a departmental or project / PMO level.

Disruption calls for transformation of the existing business models, to be able to compete in the new economies. However, over time, companies naturally evolve their business models which then increases stability and rigidity. Resolving this contradiction is done through adaptive strategies, leadership focus and unity, and adapting work models – making the organisation more agile.

This is strategic agility and if you’re not familiar with the term, chances are you will be soon.

So, the question becomes how to retain strategic agility as the driving force. Strategic agility is dependent on the following three components:

Firstly, it’s strategic sensitivity – the sharpness of perception and the awareness of new trends in the market and what that means for product development and customer interplay.

Secondly, it’s leadership focus and unity. This is the ability of the C Suite to make bold and fast decisions without being bogged down by politics. In this environment, where change is occurring faster than we can learn, it is about being bolder and delivering value faster.

The final point in the framework is to develop workforce models that can be decentralised and reconfigured quickly.

PM-Partners practice strategic agility to ensure our business model can be renewed quickly and our company can be transformed. We can help your organisation achieve the same.

If you require a pulse check or assistance understanding how your projects, programmes or transformation is tracking, contact us today on +65 6818 5771.

About The Author

Ken Sheargold, Chief Executive Officer at PM-Partners group

Ken joined PM-Partners as a Transformation Consultant in February 2016 and took on the role of CEO on May 8th 2017. Ken is responsible for delivering major transformational change where there is complexity, risk, many inter-dependencies and conflicting priorities.

Prior to joining PM-Partners group he held a number of executive appointments in the NSW Government and Telstra Corporation.

His most recent appointment in government was the Executive Director, Premiers Implementation Unit directly responsible for supporting the Premier in the delivery of his key priorities across NSW. Prior to working in the Department of Premier and Cabinet he was the Executive Director of ServiceFirst, the shared services organisation responsible for the provision of shared services to the central agencies of government.

He was the Program Director and commercial lead for the outsourcing of ServiceFirst that successfully executed contracts with Unisys and Infosys in June 2015 with a total contract value of $235 million dollars.

Prior to joining the NSW Government, he held a number of senior appointments in Telstra Corporation. Those appointments included Executive Director Corporate Strategy and Customer Experience and Executive Director Service Advantage.

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