Strattomics – Raising Agility

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Thank you for visiting our Strattomics – Raising Agility Web Page. This page is intended to provide readers of Strattomics with additional information, templates to complement our book and an opportunity to comment on the discussion.

 

A foundation for Organisational Agility

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Exploiting your capabilities and exploring new business opportunities

This TED Video discuses the difficulties of balancing exploiting the products and services you currently offer with identifying and developing successfully new lines of business – starting with an example of the expensive mechanical calculators build by engineers who had started to use cheap Japanese electronic calculators to check their results.

Success is a bad teacher!

 

Corporate Agility – Six Ways to make Volatility Your Friend

Underlying the theme of raising agility is a belief that the increasing volatility in the marketplace can and will be exploited. You might like to listen to an Accenture Webcast, Corporate Agility – Six Ways to make Volatility Your Friend,  that provides context for this perspective.

 

Hierarchies and Networks

In the second edition of Strattomics, I introduce use of networks (of volunteers) to complement hierarchies in enterprises, as advocated by John Kotter.  The following video of Niall Ferguson’s key note address, at the St Gallen Symposium,  considers Hierarchies and Networks in much more depth and provides most valuable historical perspectives.

 

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Analysing your business environment

PESTLE A “PESTLE” template is included in the chapter 3 download pack to encourage you to identify the Political, Economic, Social, Technological, Environmental and legal factors that may impact your enterprise over the next 5 years.The potential of “Big Data” to provide insights on our business and its environment is huge. Using appropriate frameworks, to help us form questions that the data can help us answer, can operationalise Big Data. This link will take you to a Financial Times review of a book on Big Data from Tom Davenport entitled ”  ‘Big Data @Work’”.
5-Force7-S A table with questions to provoke an analysis of competitive forces and your own enterprise is included in the Chapter 3 download pack (Please complete the form below).

 

Future Scenarios

A short list of questions is included in the Chapter 3 download pack to help you develop your views of alternative “futures” that may form the basis of your competitive environment in years to come. 

 

Future Wheel

I believe strongly that it is important to consider the risks of  “unintended consequences” when considering and shaping new initiatives.  The Strattomics Chapter 3 download package includes Powerpoint slides to help you apply the Jerome Glenn “Futures Wheel” technique that is explained in Chapter 3.

 

Building organisational capability throughout the organisation.

The challenge of delivering both continuous improvement( the theme of chapter 2) and increased agility  necessitates building organisational capability that spreads transformation skills throughout the organisation. In this short video Dr Jonathan Trevor of the Cambridge Judge Business School discusses how new transformational leadership drives change  emphasises the importance of balancing performers and transformers and explores how new transformational leadership drives change.

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In her book, Strategic Talent Development, Janice Caplan outlines a three stage development process that enterprises should embrace as a platform for developing their People (and in the process improve the agility of the enterprise):

  • Stage I – the immediate future. What commitments should the enterprise make and in exchange what commitments should we ask of individuals? These should be consistent with your analysis of the market place and your enterprise and flow from initiatives identified on your strategy map.  Ideally this dialogue would form part of their annual appraisal and personal objective setting.
  • Stage II – medium term development.  and the next possible role for the person, say within the next 3 to 5 years and will aim to produce the capabilities they will need.
  • Stage III will address longer-term ambitions, perhaps within the next 6 to 10 years.

 

These themes will be developed further in Chapter 4 – Stakeholder Commitment.

 Communicating your Strategy

In his 2014 book “Accelerate” John Kotter is highly critical of efforts to explain strategy that he has witnessed. Rather than a detailed PowerPoint presentation, he argues for a maximum one page description of the “Big Opportunity” facing the enterprise. This Big Opportunity description should be Short, Rational, Compelling, Positive, Authentic, Clear and Aligned. In addition I believe that to be successful this communication needs to recognise the existing level of understanding and emotions of the listeners; moreover, the listeners should be expected to take some action.

 

In an April 2014 Forbes article, Joseph Folkman, a behavoural statistician, reported the strong linkage found in a study of 50,000 between the level of employee engagement and the meaningfulness of the corporate vision. Engagement is explored further in the next chapter. Meaningful Vision v Engagement

 

For  “Strattomics Chapter 3 Download Package” please complete the form below.


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Strattomics – Introduction 

Strattomics – Continuous Improvement

Strattomics – Building Stakeholder Commitment

Please send me any comments, suggestions or questions you have for improvements to Chapter 3.

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