The topic of agile working methods is currently on everyone’s lips, but there is often a problem here: One wants to develop customer-centric, often digital business models and has possibly already introduced agile and customer-centric working methods in product development, but this leads to friction with the long-term strategy process, which is strongly influenced by top management.
Then it is high time to agilise the strategy process – “Agile Strategy”: In our many years of experience in cooperation and consulting with established and innovative companies, we have come across a variety of discrepancies, triggered by the conflict between management strategy and agile methods. This unnecessarily costs energy, motivation and credibility for the change process in the company!
Who is Agile Strategy for?
For all managing directors or CEOs who have already introduced agile working methods in some areas of the company and now find that there is friction with their strategic processes – and that these are increasingly far removed from the requirements of their markets.
Procedure of Agile Strategy
The course of an Agile Strategy project depends on the current situation in the company. Essentially, a distinction is made between:
Companies that (for the time being) only want to modernize their strategy process
Through the well-founded design of a new, agile strategy process, a Playbook is developed for the application of this process in the following year – if necessary with the involvement of several training units for the managers involved.
Companies that want to develop their new strategy agilely at the same time
By directly implementing an agile strategy process, new corporate and divisional strategies are identified in a customer-centric manner – applying the special laws of economics and taking into account the fast pace of the digital age.