The Strategility Method
Agile strategy development: approach, tools and real-world examples
- Systematic combination of strategy development and agility
- Company examples and analysis tools for self-assessment
- With working tools: Canvas, checklists, workshop processes on myBook+
The toolbox explains the procedure and framework conditions of agile strategy development. The process, roles and culture of agile strategy development are also highlighted. With concrete application tools.
Mehr ProduktinformationenBestell-Nr.: | E12156APDF |
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ISSN: | |
ISBN: | 978-3-7910-6512-0 |
Auflage: | 1. Auflage 2024 |
Umfang: | 176 Seiten |
Einband: | |
Produktart: |
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The toolbox shows how strategy content can be systematically developed in an agile, light-footed way and with the joy of experimentation. The team of authors explains how the advantages of agile methods can be utilised and how they can be combined with proven and familiar elements of conventional strategy development. Using many examples from different sectors and sizes of organisations and administrations, they show which approaches lead to success and which stumbling blocks you may encounter.
The toolbox shows how strategy content can be systematically developed in an agile, light-footed way and with the joy of experimentation. The team of authors explains how the advantages of agile methods can be utilised and how they can be combined with proven and familiar elements of conventional strategy development. Using many examples from different sectors and sizes of organisations and administrations, they show which approaches lead to success and which stumbling blocks you may encounter.
The toolbox shows how strategy content can be systematically developed in an agile, light-footed way and with the joy of experimentation. The team of authors explains how the advantages of agile methods can be utilised and how they can be combined with proven and familiar elements of conventional strategy development. Using many examples from different sectors and sizes of organisations and administrations, they show which approaches lead to success and which stumbling blocks you may encounter.
Bestell-Nr.: | E12156APDF | |
---|---|---|
ISSN: | ||
ISBN: | 978-3-7910-6512-0 | |
Auflage: | Auflage/Version: | 1. Auflage 2024 |
Umfang: | 176 | |
Einband: | ||
Produktart: |
Prof. Dr. Kerstin Pichel is an energetic and engaging lecturer in strategic management at the Institute for Organizational Viability at the Zurich University of Applied Sciences. With over 15 years of experience researching, advising, and publishing on current challenges in strategy processes, she has developed a highly practical and applicable approach to her scientific findings. This makes her research highly accessible and inspiring, providing a solid foundation for others to engage with strategic management. The insights and experiences derived from numerous case studies from diverse sectors, including industry, services, and non-profit organisations, provide a compelling illustration of the recommendations put forth for contemporary strategy processes. Ms. Pichel derives sustenance for her enthusiasm from a variety of activities in nature and from deeply connected relationships and friendships.
Thomas Haas is thrilled about the change and the possibilities of today. With his various activities as an entrepreneur, consultant, and lecturer, he helps companies and organisations realign for sustainable growth: digital, agile, human centred. He graduated in business informatics at the University of Zurich and worked as a software engineer in early innovation and digitisation projects at the turn of the millennium. With the dotcom crash, he focused on corporate development and transformation by digital means and has been helping companies and organisations to thrive ever since! He is particularly passionate about creating growth-capable organisations and motivating working environments. Thomas Haas is an inspiring keynote speaker at conferences and in professional organisations, as well as an endurance athlete in nature. He is the proud father of grown-up children and sometimes just likes to be at home.
Bernhard Kruschitz is an entrepreneur, consultant, trainer and speaker who is known for his engaging seminars and workshops, which have now been attended by over 20,000 managers. As an entrepreneur, he knows the ins and outs of running a business. Originally a business informatics specialist, he founded BKI AG, a company specialising in project management, and successfully managed it as owner for over 20 years. He recently handed it over to his successor. As a project management expert, he has developed and introduced project management methods for companies in a wide range of industries, sizes, and cultures, such as the HERMES 5 project management method of the Swiss Federal Administration. As a strategy consultant, Bernhard Kruschitz brings energy and structure to agile, evidence-based strategy development and implementation. At the centre of his actions are people and their successful cooperation in change.
Foreword
1 Agility for Your strategy
1.1 Your Use Case for Agile Strategy Development
1.2 Mission, Vision, Strategy – Categorisation
1.3 Our Strategility Method for Your Strategizing
1.4 Strategility Flow and Framework – Overview
1.5 The Tools
1.6 Getting Started with Agile Strategizing
1.7 The Potential of Strategility
2 Strategility Method and Flow
2.1 The Strategility Flow
2.2 Storytelling in Strategizing
2.3 Strategility Impact Indicators
2.4 Risk Orientation: Creating Certainty
2.5 Working in Iterations: Step-by-step Procedure
2.6 Collaboration: Participating vs. Co-Deciding
2.7 Steering
3 Agility for Strategy Orientation
3.1 Identify your Strategic Challenge
3.2 Mission Statement and Strategic Options – Contents of Your Strategy Orientation
3.3 Strategic Options – Responses to Strategic Challenges
3.4 Details of the Strategy Orientation Process
3.5 From Strategy Orientation to Strategy Development
4 Agility for Strategy Development
4.1 The Core: Strategies for Organisations and Administration
4.2 The Start: Acknowledging the Strategic Challenge
4.3 Develop Strategy Elements and Assumptions
4.4 Testing Strategic Hypotheses
4.5 Validate Strategic Hypotheses
4.6 Transition to Implementation
5 Agile Strategy Implementation
5.1 Overview
5.2 The Initialisation of Strategy Implementation
5.3 Agile Implementation Controlling
5.4 Prerequisites for Agile Strategy Implementation
5.5 Methods for Strategy Implementation
5.6 In-Depth Example: Strategy Implementation with the HERMES Project Management Method
5.7 In-Depth Example: Strategy Implementation with the SAFe® Process Framework for Product Development
5.8 In-Depth Example: Strategy Implementation with OKR
6 The Strategy Team and its Roles
6.1 Successful Collaboration is no Coincidence
6.2 The Five Roles in Agile Strategizing
6.3 Considerations on the Formation of the Strategy Team
6.4 Roles and Events in the Strategy Process
6.5 Understanding Roles and Conflicts
6.6 Role Descriptions for the Practice
7 Strategility Culture
7.1 Operating Principles for Strategility
7.2 Analysing Corporate Culture for Strategility
7.3 Recommendations for Shaping the Strategility Culture
8 Hypothesis-Based Decision-Making
8.1 Deciding Wisely in the Face of Uncertainty
8.2 Building Agreement in the Face of Uncertainty
8.3 Hypothesis-Based Approach
8.4 Make Assumptions
8.5 Formulate Hypotheses
8.6 Carrying out Experiments and Tests
8.7 Gaining Insights and Making Decisions
8.8 Working with the Hypothesis Test Canvas
9 Conclusion
Bibliography
The team of authors
Index