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New Agile Strategy for IDC

Overview of Agile Strategy by Professor Bruce Phillips www.baphillips.com
by

Bruce Phillips

on 9 January 2016

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Transcript of New Agile Strategy for IDC

Agile Strategy
Strategic Agility
Context for Agile Strategy
Example -- Pandora
Professor Bruce Phillips
bruce@phillips.co.il

Modified from Fast Strategy by Yves Doz and Mikko Kosonen
Agile Strategic Cycles
Failure versus Learning
However beautiful the strategy, you should occasionally look at the results
- W. Churchill

Failure is simply the opportunity to begin again, this time more intelligently
- Henry Ford

Sometimes by losing a battle you find a new way to win the war
- Donald Trump

I have not failed. I’ve just found 10,000 ways that won’t work
- Thomas Edison
Overall positioning drives strategy -- must be kept constant over short cycles

Real competitive advantages (unique values) require significant development cycles

Clear business model and mutually reinforcing value chain are critical enablers for agile strategies
Strategy decks &
Documentation
Collaborations & Conversations
Strategy drives Execution
Strategy & Execution
Quantitative
Research
Qualitative hypothesis testing
Continuous interaction with the environment
Planning
Strategizing
decision -> short cycle execution -> evaluation
annual cycles
every "x" years
Execution = hypothesis testing

Strategy
Strategic
Agility
Agile
Strategy
Expanded and modified from Hambrick & Frederickson, “Are You Sure You Have a Strategy?” Academy of Management Executive, 2005, Vol. 19, No. 4
4 Common Fallacies About Strategy
1. Planning = strategy
2. Objectives = strategy
3. Analysis creates strategy
4. Execution should match strategy
Strategy as an "Envelope"
Dilemmas
Strategic Choices
Intended
Strategy
Realized
Strategy
Unrealized
Strategy
Emergent
Strategy
Opportunity
Strategic Fit?
Strategic Learning
Not every company can adopt "agile strategy"
Requires
Brutal honesty
Intimate relations with the market
Ability to rapidly filter signals and make decisions
High degree of flexibility in resource allocation
Planning ≠ Strategy
Objectives ≠ Strategy
Analysis Strategy
Execution rarely "matches" the strategy
Based primarily on the past
Based upon questions about the future
What happens when the environment is dynamic and you cannot fully specify the strategy?
What capabilities enable some companies to rapidly adapt their strategic direction in changing environments?
Agile Strategy
Multi-year Process
It is a very powerful approach for companies facing dynamic environments
Execution = hypothesis testing
Execution = hypothesis testing
Objectives ≠ Strategy
Our strategy is to become the largest
and most profitable company in the
xxx industry by 2020
Our strategy is to double our revenue every 5 years
Our strategy is to become a leading supplier of xxx
Full transcript