Agile Strategy Management: Techniques for Continuous by Soren Lyngso

By Soren Lyngso

Your strategic projects are regularly lower than fireplace because of the evolving nature of markets, expertise, legislation, and executive. to make sure your process succeeds, it needs to stay versatile whereas confronting those moving demanding situations. Agile process administration: options for non-stop Alignment and development explains how one can do so flexibility by way of construction agility into the initiation, improvement, implementation, Read more...

Show description

Read or Download Agile Strategy Management: Techniques for Continuous Alignment and Improvement PDF

Best strategic planning books

European Collaboration in Research and Development: Business Strategy and Public Policy

The contributions accrued during this quantity concentration explicitly on cooperative R & D in Europe. the 1st a part of the ebook bargains empirical facts at the volume, scope and path of this collaboration and explores the reasons and difficulties of the partaking businesses, in addition to the perceived merits they've got loved.

Going beyond the waterfall : managing scope effectively across the project life cycle

Going past the Waterfall explains how to find scope on the outset of a venture and gives an effective version for predicting, evolving, and dealing with resolution scope throughout a undertaking existence cycle the place the choices and activities of each group member give a contribution to that evolutionary procedure. furthermore, it identifies the affects that key initiatives and actions can have on scope and the way each one might be controlled successfully to avoid pointless scope creep and decrease run-away tasks.

Overcomplicated: Technology at the Limits of Comprehension

   Why did the recent York inventory trade droop buying and selling by surprise on July eight, 2015? Why did sure Toyota cars speed up uncontrollably opposed to the need in their drivers? Why does the programming inside of our airplanes sometimes shock its creators?    After a radical research via the head specialists, the solutions nonetheless elude us.

Additional resources for Agile Strategy Management: Techniques for Continuous Alignment and Improvement

Sample text

5 AGILE PRINCIPLES The agile principles of our methods framework ensure that the strategy stakeholders are happy all the time. Unfortunately, happiness is not the nature of Strategic Initiative stakeholders and especially not when corporate strategy and Information System implementation is concerned. Most often conflicts and disagreements between owners, operators, and unions about how to handle and manage the strategic initiative pave the way for mistrust and insecurity. There is a long history of failed strategies, missed opportunities, and Information Systems that never were delivered, disasters that unfortunately enough support the normal stakeholder suspicion and mistrust.

Only when we visibly apply risk management and visibly control the direct outcome of our strategic initiatives from initiation to final implementation and governance can we talk about high quality of the strategy. , documented) been adjusted to what the stakeholders need and expect in the end. 3 Strategy Quality and Leadership I will not evaluate leadership on any scale because all leaders—as it also holds true for people in general—have their own style. Strategy Quality and Strategy Success • 33 There are, however, certain common characteristics of successful leaders, such as their ability to communicate with the purpose to: • • • • Listen Sell an idea Motivate others Navigate These communication capabilities allow leaders to drive strategies through to success, even though the final result is quite different from the one envisioned when the original objectives were set.

I will show how I have handled these questions with some examples and let you judge the pertinence for yourself. In all the examples, I have had the role as Coach/Facilitator for the Strategic Initiative sponsor; sometimes supported by other Coaches/ Facilitators from my company or from other organizations. When I talk about “we” in the following examples, it means the Strategic Initiative sponsor and the Coach/Facilitator. In rare cases, I have been faced with the problem of making some keystakeholders “as little unhappy as possible,” which also will be explained by examples for you to evaluate.

Download PDF sample

Rated 4.89 of 5 – based on 25 votes