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.