Agile Strategy Management in the Digital Age

Foreword......Page 6
Acknowledgements......Page 9
Contents......Page 10
List of Figures......Page 16
List of Tables......Page 18
 No “Perfect” Management Solution......Page 19
 It’s All About Evolution......Page 20
  Learning from Genetics......Page 21
 Common Challenges......Page 23
 The Scourge of Silo-Based Working......Page 24
  A Significant Bottleneck......Page 25
 The Strategy Function and Process......Page 26
  Research Evidence......Page 27
 End-to-End Process Management......Page 28
  Disruptive Innovation......Page 30
 The Importance of Agility......Page 31
  Stage 1, How to Formulate Strategies for the Digital Age......Page 32
  Stage 3, Driving Rapid Enterprise Alignment......Page 33
  Stage 5, Unleashing the Power of Analytics for Strategic Learning and Adapting......Page 34
  Underpinning the Model: Creating a Strategy-Aligned Workforce for the 4th Industrial Revolution......Page 35
  Collaborative Scorecards......Page 36
 Parting Words: Shifting Paradigms......Page 37
 Self-Assessment Checklist......Page 38
 References......Page 39
  The Potential Dangers of Agility......Page 40
  Be Careful with the “Sprint”......Page 41
 Challenging the Notion that “Strategy is dead!”......Page 42
  Case Illustration: A Singapore Clothing Manufacturer......Page 43
   Position a Firm, in an Industry......Page 44
  The Mission Statement......Page 45
  Case Illustration 1: Kodak (Not Paying Attention to the Function)......Page 46
  The Relevance Question......Page 47
  Research Evidence: A Gloomy Picture......Page 48
   Disruptive Innovation: Something of a Myth......Page 49
   New Wine in Old Bottles......Page 50
   Case Illustration: Cirque du Sol......Page 51
 Capturing the Voice of the Customer......Page 53
  Mapping the Customer Journey......Page 54
  Emotional Touchpoints......Page 55
   Case Illustration: How Alibaba Is Disrupting Retail......Page 56
   Parting Words......Page 57
 From Finance-Based to Technology-Based Planning Self-Assessment Checklist......Page 59
 References......Page 61
  Not Visions: Advertising Slogans......Page 62
  Executable Visions......Page 63
  Mid-Term Visions......Page 64
 Identifying the Value Gap......Page 65
 Environmental Scanning......Page 66
  Pattern-Based Strategy......Page 67
   Pattern Seeking......Page 68
  Optempo Advantage......Page 69
 SCOPE Situational Analysis......Page 70
 The Danger of Being Frozen in Time......Page 71
  Case Illustration: Norway-Based Power Company......Page 72
 Using an External Facilitator......Page 73
  The Benefits of Anonymity......Page 74
   Purchasing Agency Case Illustration......Page 75
 A Strategic Change Agenda......Page 76
  Case Illustration: FBI......Page 77
 Parting Words......Page 79
 Self-Assessment Checklist......Page 82
 References......Page 83
  A Non-Agile Process......Page 85
 Writing Objectives......Page 86
  “To Satisfy Our Customers, and Stakeholders, in Which Internal Business Processes Must We Excel?”......Page 87
  To Achieve Our Goals, How Must Our Organization Learn and Develop?......Page 88
 Objective Statements......Page 89
  Consistent Interpretations......Page 90
  Designing Themes......Page 91
  Constructing Theme Teams......Page 93
  Potential Downsides of Working with Themes......Page 94
 The Power of Cause and Effect......Page 95
  The Contribution of Early Pioneers......Page 96
  Classical Versus Quantum Mechanics......Page 97
  The Intellectual Capital Model......Page 98
 Parting Words......Page 99
 Self-Assessment Checklist......Page 103
 References......Page 104
  Too Many KPIs......Page 105
 The Purpose of KPIs......Page 106
  Key Performance Questions Explained......Page 108
  Step 3: KPQs......Page 109
  Case Illustration 2: Durham Constabulary......Page 110
 The Balanced Scorecard Is Not a Measurement System......Page 112
  No “Perfect” KPI......Page 113
 The Science of Measurement......Page 114
  Simpson’s Paradox......Page 115
  An Amusing Story......Page 116
  Identifying Rational Behaviours......Page 117
 Setting Targets......Page 119
  Precision and the Quantified Vision......Page 120
  A Target Is Not a Forecast......Page 121
 Choosing Strategic Initiatives......Page 122
  An Initiative Inventory......Page 123
  Prioritization Model......Page 124
 Parting Words......Page 125
 Self-Assessment Checklist......Page 126
 References......Page 128
  Hoshin Kanri......Page 129
  Thai Carbon Black Case Illustration......Page 130
  Conventional Scorecard Shortcomings......Page 131
  Too Cascade or Not......Page 132
  Case Illustration: Statoil......Page 133
  Ambition to Action Explained......Page 134
  Change of Perspective Order......Page 135
 Team Discussions......Page 136
  Departmental Success Story......Page 137
 Alignment and Synergies......Page 138
  Enterprise Synergy Model......Page 139
  Why Simplicity Matters......Page 140
 Parting Words......Page 141
 Self-Assessment Checklist......Page 142
 References......Page 143
 Aligning Budgeting with Strategy......Page 144
  The Shortcomings of Budgeting......Page 145
  Case Illustration: Statoil......Page 146
 Killing the Budget......Page 149
  A Rolling Forecast Explained......Page 150
  Constructing a Rolling Forecast......Page 151
  Budgeting: Not a Performance Motivator......Page 153
 Linking Operations to Strategy......Page 154
  The Dangers of Focusing on Continuous Process Improvement......Page 155
  Six Sigma Explained......Page 156
  Case Illustration: Motorola......Page 157
  Thwarting Innovation......Page 158
  Making the Strategy/Operations Link......Page 159
  Case Illustration: Hospital Complex......Page 160
 Parting Words......Page 162
 Self-Assessment Checklist......Page 163
 References......Page 164
  Not an Execution Framework......Page 165
  SCRUM......Page 167
  The Case for Merger......Page 169
  Core Vertical Transformations......Page 170
  Transformation and Strategy......Page 171
 Measuring Impact......Page 173
 A Portfolio Approach......Page 174
  Sub-Portfolios......Page 175
 Parting Words......Page 176
 Self-Assessment Checklist......Page 179
 References......Page 180
 Introduction......Page 181
 Correlations and Causality......Page 182
  A Data-Driven World......Page 183
  A Measurement Game Changer......Page 184
  Descriptive Analytics......Page 185
 Advanced Analytics and Strategy Management......Page 186
  Develop and Translate the Strategy......Page 187
  Strategy Update......Page 188
 Required Capabilities......Page 189
  Data Management......Page 190
 Simple Analytics......Page 191
  UK-Based Airline Case Illustration......Page 192
 Performance Reviews......Page 193
  The Shortcomings of Colour Coding......Page 194
  Case Illustration: KiwiBank......Page 195
 A Decline in the Importance of KPIs......Page 196
 The Strategy Refresh......Page 197
   The Price of External Failure......Page 198
 Implications for the Strategy Office: Practitioner View......Page 199
 Parting Words......Page 200
 Self-Assessment Checklist......Page 203
 References......Page 204
 Introduction......Page 205
  The Stories of Steve Jobs and Winston Churchill......Page 206
 Leadership for the Execution of Strategy......Page 207
  Context......Page 208
  Characteristics......Page 209
  Conditions......Page 210
  The Last Stage: Not the First......Page 211
  The Potential of the “Ordinary” Leader......Page 212
  Poor Change Management......Page 213
  Leadership Development......Page 214
  Humble......Page 215
  Engaged......Page 216
  Fast Execution......Page 217
 Assessing the Models......Page 218
 Self-Assessment Checklist......Page 219
 References......Page 220
 Introduction......Page 221
  The Challenge of Culture: Research Evidence......Page 222
  A Great Culture Is Not Necessarily a Strong Culture......Page 223
 Corporate Values......Page 224
  Case Illustration: Poor Practice Example......Page 225
  Case Illustration: Good Practice – Korea South-East Power......Page 226
  The Shadow of the Leader......Page 227
 Driving Culture Change with the Balanced Scorecard......Page 228
 Cultural Assessment......Page 229
 Integrating Data......Page 230
 Parting Words......Page 232
 Self-Assessment Checklist......Page 236
 References......Page 237
 Gallup Research Evidence......Page 238
 Changing the Employee-Employer Relationship......Page 240
 The End of Appraisals......Page 241
 The Dangers of Assigning KPIs to Individuals......Page 242
 Changing the Conversation......Page 243
  Organizational Sense of Purpose......Page 244
 Deloitte Research Findings......Page 245
 Communication......Page 247
  Essex Police Cast Illustration......Page 249
 Human Capital Development to Execute Strategy......Page 250
 Parting Words......Page 251
 Self-Assessment Checklist......Page 253
 References......Page 254
 Corporate Social Responsibility......Page 256
 Nova Nordisk Case Illustration......Page 257
 Sustainability Strategy Map......Page 258
 Shared Value Explained......Page 261
 Networked Organizations......Page 262
 Case Illustration: Thriving Weld......Page 263
 Robust Shared Measurement System......Page 265
  Improved Alignment of Funders and Other Stakeholders......Page 266
 Parting Words......Page 267
 Self-Assessment Checklist......Page 269
 References......Page 270
 Agile and Adaptive......Page 271
 Stage 1: How to Formulate Strategies for the Digital Age......Page 272
 Stage 2: How to Build an Agile and Adaptive Balanced Scorecard......Page 275
 Stage 3: Driving “Rapid” Enterprise Alignment......Page 277
 Stage 4: Getting Results Through Agile Strategy Execution......Page 278
 Stage 5: Unleashing the Power of Analytics for Strategic Learning and Adapting......Page 280
  How to Ensure a Strategy-Aligned Leadership and Culture......Page 282
  Creating a Strategy-Aligned Workforce for 4th Industrial Revolution......Page 283
 References......Page 284
Index......Page 285