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, and governance of your strategic initiatives.The booklet information what it takes to start up, improve, enforce, and govern a fit approach that supplies the advantages anticipated by means of all stakeholders. It offers insights won via the author's association during the last 25 years assisting their consumers be successful with their strategic tasks. choked with real-world examples and case reports, it illustrates wide-ranging events the place the author's corporation helped consumers achieve very important company objectives. Read more...
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Additional resources for Agile Strategy Management: Techniques for Continuous Alignment and Improvement
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.