3 Ways to Develop Strategic Agility:

  1. Ditch these destructive beliefs Whether you know it or not, you are sabotaging your efforts. These 2 simple beliefs are holding back your innovation and impact: Things change whether we are looking or not. Need convincing? Think about how many applications on your smartphone changed while you were sleeping. Accept it. Change is constant. Next, the fear of failure forces leaders to over rotate on systems and process that destroy the very flexibility needed to create mind-blowing, market-creating innovation. Dig deep and ask yourself: “Are my actions based in these 2 destructive beliefs?

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  1. Rely on a direction not a destination framework Clarity is essential for employees to deliver on projects. But that doesn’t mean you have to tell them exactly what and how. You hired smart, capable folks not first graders. Give them the credit they deserve. Give them room to create and rise to the level of their genius.

Teams worked out plan details to meet the measurable objective by calling on contacts and colleagues. It took them 2 days to create a validated plan to reach the measurable goal. The managers advised along the way and helped move obstacles.

  1. Embrace Strategy Sprints vs Annual Planning For Strategic Agility Agile is all the rage these days, especially in development, but can it work for strategy? Is it possible to have a sound strategy that is flexible and adaptable without losing focus and execution?

A Harvard study found that annual planning cycles and formal strategic planning has been proven to not benefit the company in that it takes too long to make decisions, hence they are irrelevant once they are made.

3 Ways to Develop Strategic Agility: 1. Ditch these destructive beliefs Whether you know it or not, you are sabotaging your efforts. These 2 simple beliefs are holding back your innovation and impact: Things change whether we are looking or not. Need convincing? Think about how many applications on your smartphone changed while you were sleeping. Accept it. Change is constant. Next, the fear of failure forces leaders to over rotate on systems and process that destroy the very flexibility needed to create mind-blowing, market-creating innovation. Dig deep and ask yourself: “Are my actions based in these 2 destructive beliefs? ![5a1c2a1425393.jpg](serve/attachment&path=5a1c2a1425393.jpg) 2. Rely on a direction not a destination framework Clarity is essential for employees to deliver on projects. But that doesn’t mean you have to tell them exactly what and how. You hired smart, capable folks not first graders. Give them the credit they deserve. Give them room to create and rise to the level of their genius. Teams worked out plan details to meet the measurable objective by calling on contacts and colleagues. It took them 2 days to create a validated plan to reach the measurable goal. The managers advised along the way and helped move obstacles. 3. Embrace Strategy Sprints vs Annual Planning For Strategic Agility Agile is all the rage these days, especially in development, but can it work for strategy? Is it possible to have a sound strategy that is flexible and adaptable without losing focus and execution? A Harvard study found that annual planning cycles and formal strategic planning has been proven to not benefit the company in that it takes too long to make decisions, hence they are irrelevant once they are made.
edited Nov 27 '17 at 8:37 pm
 
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