Strategic Agility - Revision history

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 ==See Also==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-*[[Business IT Alignment]]
 </div>
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 == Further Reading ==
-*Embedding Strategic Agility: A Leadership Agenda for Accelerating [[Business Model]] Renewal [http://businessmodelcommunity.com/fs/Root/8oeyi-Doz.pdf Yves L. Doz and Mikko Kosonen]
+*Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal [http://businessmodelcommunity.com/fs/Root/8oeyi-Doz.pdf Yves L. Doz and Mikko Kosonen]
 *Strategic agility-driven business model renewal: the case of an SME [https://pdfs.semanticscholar.org/b78e/0ccbd830ec874d6c0594519e7f2944f87d20.pdf Anna Arbussa, Andrea Bikfalvi and Pilar Marquès]
 *Strategic Agility Capabilities, Factors and their Effect on Organizational Performance: A Case Study of Iranian Banks Mehdi Orojloo, Kamran Feizi, Maryam Hojati Najafabadi]

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-== Definition of Strategic Agility<ref>What Does Strategic Agility Mean? [https://www.futurelab.net/blog/2017/09/strategic-agility-what-exactly-does-it-mean Future Lab]</ref> ==
+== Definition of Strategic Agility<ref>[https://www.futurelab.net/blog/2017/09/strategic-agility-what-exactly-does-it-mean What Does Strategic Agility Mean? -Future Lab]</ref> ==
 '''Strategic Agility''' is an organization’s ability to think ahead of the market, quickly mobilize itself, adapt to market shifts, fill capability gaps, capture new revenue ahead of the competition, and even create new markets. Strategic agility requires going outside of systems, structures, and processes, and allowing fluid organization of teams to achieve loosely defined missions. It is an innovation playground.
-== Strategic Agility Construct<ref>Strategic Agility Construct and Dimensions [https://www.researchgate.net/publication/264436992_Information_technology_role_in_supply_chain's_strategic_agility Nicholas Mavengere]</ref> ==
+== Strategic Agility Construct<ref>[https://www.researchgate.net/publication/264436992_Information_technology_role_in_supply_chain's_strategic_agility Strategic Agility Construct and Dimensions -Nicholas Mavengere]</ref> ==
 The main dimensions of strategic agility, as illustrated in Figure below are:
 *Strategic Sensitivity
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-== Achieving Strategic Agility<ref>Achieving Strategic Agility [https://www.forbes.com/sites/stevedenning/2017/05/22/the-four-keys-you-need-to-achieve-strategic-agility/#26843fec7da8 Forbes]</ref> ==
+== Achieving Strategic Agility<ref>[https://www.forbes.com/sites/stevedenning/2017/05/22/the-four-keys-you-need-to-achieve-strategic-agility/#26843fec7da8 Achieving Strategic Agility -Forbes]</ref> ==
 Strategic Agility occurs in two main ways: either as a by-product of Operational Agility or through use of an explicit playbook to generate market-creating innovation.
 *By-product Of Operational Agility: At Spotify, for instance, Discover Weekly was intended to solve a known problem with an existing product: the difficulty that existing users were having in locating music that would truly love, in Spotify’s vast library of millions of songs. Users were spending most of their time searching for songs, rather than actually listening to music that they loved. Discover Weekly not only solved that problem for existing users, by matching users’ tastes with billions of existing playlists and presenting a fresh personalized playlist to each user each week. The innovation was so wildly successful that it brought in tens of millions of new users and became in effect brand in itself, in some countries perhaps even better known than “Spotify” itself. Spotify’s approach to innovation is mainly based on the lean-startup principle that views the biggest risk in innovation to be building the wrong thing. In essence, you start by imagining what you have in mind. Then you check whether any customer would want it. Then you build a prototype. Then you go on tweaking it, adding features that may help monetize the feature. While this approach can work well in terms of improving existing products for existing users, it has several limitations in terms of systematically generating market-creating innovations.
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-== Elements of Strategic Agility<ref>Key Elements of Strategic Agility [https://thehumanfactor.biz/strategic-agility-next-big-thing/ Human Factor]</ref> ==
+== Elements of Strategic Agility<ref>[https://thehumanfactor.biz/strategic-agility-next-big-thing/ Key Elements of Strategic Agility -Human Factor]</ref> ==
 Laying a solid foundation for a strategically agile organization requires three key elements.
 *Clarity: Developing strategic agility starts with getting clear on winning. Without it, people and organizations typically end up going in many different directions, especially when faced with unexpected change. Most leaders can pretty quickly provide the financial objectives. You want to enable everyone in your organization to understand the business of your business and have the ability to make the best possible decisions day to day and moment to moment to get the organization to its destination.  And you have to communicate why the destination is the one that it is including how it will benefit customers and employees. Having a vision of winning that people understand makes it easier to get and keep everyone working on the same page throughout the year.
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-== Enabling Capabilitiies for Strategic Agility<ref>Key Enabling Capabilitiies for Strategic Agility [https://www.12manage.com/description_strategic_agility.html 12Manage]</ref> ==
+== Enabling Capabilitiies for Strategic Agility<ref>[https://www.12manage.com/description_strategic_agility.html Key Enabling Capabilitiies for Strategic Agility - 12Manage]</ref> ==
 In their book 'Fast Strategy: How strategic agility will help you stay ahead of the game' (2008), Yvez Doz and Mikko Kosonen formulate 4 Key Enabling Capabilities for Strategic Agility:
 *Strategic Sensitivity (seeing and framing opportunities and threats in a new way, in time)
@@ Line 80: / Line 80: @@
-== Measuring Agility of Organizations<ref>Measuring Agility of Organizations [http://ijme.us/cd_08/PDF/240%20ENt%20205.pdf Ameya S Erande, Alok K Verma]</ref> ==
+== Measuring Agility of Organizations<ref>[http://ijme.us/cd_08/PDF/240%20ENt%20205.pdf Measuring Agility of Organizations -Ameya S Erande, Alok K Verma]</ref> ==
 <br />
 '''Need to measure agility'''<br />

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 ==See Also==
 <div style="column-count:2;-moz-column-count:3;-webkit-column-count:3">
-*[[Business_IT_Alignment|Business IT Alignment]]
+*[[Business IT Alignment]]
 *[[E-Strategy|e-Strategy]]
-*[[Business_Strategy|Business Strategy]]
+*[[Business Strategy]]
-*[[Corporate_Strategy|Corporate Strategy]]
+*[[Corporate Strategy]]
-*[[IT_Strategy_Framework|IT Strategy Framework]]
+*[[IT Vision]]
-*[[IT_Capability|IT Capability]]
+*[[IT Governance]]
-*[[Business_Capability|Business Capability]]
+*[[Enterprise Architecture]]
 *[[IT Roadmap|Technology Roadmap]]
 *[[IT Value|Information Technology Value]]
@@ Line 118: / Line 114: @@
 *[[IT Strategic Planning]]
 *[[IT Strategic Sourcing]]
 *[[Agility]]
 *[[Enterprise Agility]]
 *[[Strategic Alignment]]
 *[[Strategic Alignment Maturity Model]]
 *[[Strategic Alignment Model]]
 *[[Strategic Alliance]]
 *[[Strategic Business Unit]]
 </div>

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 **Third, market-creating innovations can lead to self-[[cannibalization]] of the firm’s existing products and so generate a reluctance to interfere with a current revenue stream. Thus, it wasn’t an easy decision within Apple to include a music-playing capability in the iPhone, because it cannibalized the market for the iPod. Initially, even Steve Jobs himself is said to have opposed it. It was only the realization that if Apple didn’t disrupt itself, some other competitor would do so that led to the eventual decision to include music playing in the iPhone. Thus, eventually a decision was made to sacrifice the revenue stream from the iPod in favor of the larger potential gains from the iPhone. Such a decision is never easy and typically it has to be taken at the highest levels of the organization.
 **Fourth, work on improving existing features can be suitable for low-investment market-creation, as at Uber and Airbnb. But it’s rarely a solution for innovation that requires substantial technical innovation or financial investment. When the firm is imbued with lean-startup thinking, the firm often ends up pursuing a series of “small bets”, to the neglect of “big bets.”
-**Fifth, if corporate [[incentives]] flow to people who can “move the needle” by showing immediate results from improving an existing product for existing customers, then any slow-moving “big bets” under consideration will tend to morph into “small bets” that generate quick wins. The pressure to “get results now” will make it harder to attract top talent to work on expensive slow-gestating investments that could have huge gains if they were to be pursued. And those who are working on developing something completely new may become discouraged as they will have no immediate results to show for their efforts. To overcome these pressures, top [[management]] must delineate the importance of winning “big bets,” even if their gestation is slow, and create specific incentives to accomplish them.
+**Fifth, if corporate incentives flow to people who can “move the needle” by showing immediate results from improving an existing product for existing customers, then any slow-moving “big bets” under consideration will tend to morph into “small bets” that generate quick wins. The pressure to “get results now” will make it harder to attract top talent to work on expensive slow-gestating investments that could have huge gains if they were to be pursued. And those who are working on developing something completely new may become discouraged as they will have no immediate results to show for their efforts. To overcome these pressures, top [[management]] must delineate the importance of winning “big bets,” even if their gestation is slow, and create specific incentives to accomplish them.
 **Finally, lean-startup thinking is not well-suited to deal with decisions on market-creating innovations involving large investments in a new product, when no one knows in advance whether the idea will work or not. Often, it isn’t possible initially to put a prototype in front of potential users and see whether they will use it and be thrilled by it. In most cases, there will be no “[[Data|hard data]]” on which to base a decision. In the absence of an explicit playbook to foster market-creating innovation, decisions on such large investments will tend to be based on corporate politics: the loudest voice having the most hierarchical clout will end up making the call. In the absence of hard numbers, proceeding with the investment will often be perceived as presenting too great a risk and the investment will be abandoned. If a decision is finally made to go ahead with investing in a [[capital]]-intensive innovation after a bruising battle at the top, it can be hard for the organization to change course even if actual [[data]] starts to show that the firm is on the wrong track. In such situations, the firm may continue to invest in a losing proposition, until it turns into a disaster that is too obvious to ignore.

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 [[Agility]]<br />
 [[Agile Organization]]<br />
 [[Operational Agility]]<br />
 [[Portfolio Agility]]<br />
 [[Strategic Alignment]]<br />

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 == Achieving Strategic Agility<ref>Achieving Strategic Agility [https://www.forbes.com/sites/stevedenning/2017/05/22/the-four-keys-you-need-to-achieve-strategic-agility/#26843fec7da8 Forbes]</ref> ==
-Strategic Agility occurs in two main ways: either as a by-product of operational Agility or through use of an explicit playbook to generate market-creating innovation.
+Strategic Agility occurs in two main ways: either as a by-product of [[Operational Agility]] or through use of an explicit playbook to generate market-creating innovation.
 *By-product Of Operational Agility: At Spotify, for instance, Discover Weekly was intended to solve a known problem with an existing product: the difficulty that existing users were having in locating music that would truly love, in Spotify’s vast library of millions of songs. Users were spending most of their time searching for songs, rather than actually listening to music that they loved. Discover Weekly not only solved that problem for existing users, by matching users’ tastes with billions of existing playlists and presenting a fresh personalized playlist to each user each week. The innovation was so wildly successful that it brought in tens of millions of new users and became in effect brand in itself, in some countries perhaps even better known than “Spotify” itself. Spotify’s approach to innovation is mainly based on the lean-startup principle that views the biggest risk in innovation to be building the wrong thing. In essence, you start by imagining what you have in mind. Then you check whether any customer would want it. Then you build a prototype. Then you go on tweaking it, adding features that may help monetize the feature. While this approach can work well in terms of improving existing products for existing users, it has several limitations in terms of systematically generating market-creating innovations.
 **First, in an ongoing organization as opposed to a startup, Agile teams are mainly focused on making things better for existing users. If the improvement creates new markets of users and non-users, that is a happy accident, rather than the main goal. To get more consistent success in generating market-creating innovations, an explicit focus on attracting non-users is needed.
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 [[IT Strategy Framework]]<br />
 [[IT Strategy Process]]<br />
 [[Strategic Alignment]]<br />
 [[Strategic Alignment Maturity Model]]<br />

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 '''Methodology of Agility Measurement'''<br />
 Lean is a pre-requisite for being agile. Lean enterprise uses tools like [[Value Stream Mapping|Value Stream Mapping]], [[Supplier Relationship Management|supplier management]], [[TAKT Time|TAKT time]], flow, [[Trusted Platform Module (TPM)|TPM]], set-up, Poka-Yoke, [[Kaizen Philosophy|Kaizen]], production planning, pull, inventory, uptime measurement, equipment flexibility, employee training, skill development and quality awareness etc. to achieve the goal of waste reduction. Going from lean to agile is a transition and agility indicates the state of the company. It is a continuous improvement process. Thus study of leanness measurement tools becomes imperative while developing agility measurement tool. A quick survey of tools to measure degree of leanness shows that there are 7-10 tools in practice. Some of them are listed below.
-. Lean Manufacturing Screening Tool Developed at University of Toledo.
+. Lean Manufacturing Screening Tool Developed at University of Toledo.<br />
-. Virginia Philpott Manufacturing Extension Partnership(VPMEP) Lean Assessment Tool
+. Virginia Philpott Manufacturing Extension Partnership(VPMEP) Lean Assessment Tool<br />
-. A model for Evaluating the degree of Leanness of manufacturing firms
+. A model for Evaluating the degree of Leanness of manufacturing firms<br />
-. Assessment tool by Saturn Electronics & Engineering Inc.
+. Assessment tool by Saturn Electronics & Engineering Inc.<br />
-. West of England Aerospace Forum (WEAF)
+. West of England Aerospace Forum (WEAF)<br />
-. Lean Aerospace Initiative – Lean Enterprise Self Assessment Tool (LAI-LESAT)
+. Lean Aerospace Initiative – Lean Enterprise Self Assessment Tool (LAI-LESAT)<br />
 . The Lean Extended Enterprise Assessment Process (LEEAP)