Capabilities enabling strategic agility but it takes

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Unformatted text preview: igurable business systems Business system 2 Business system 3 FIT Modular business infrastructure Process A Process B Process C Combining Economies of scale and Flexibility Processes Apps & Data IT Platforms © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Key Capabilities enabling Strategic Agility -But it takes time to build them! Strategic Sensitivity • Open Strategy Process • Heightened Strategic Alertness • High Quality Internal Dialogue • Cabinet responsibility • Top team collaboration Resource Fluidity • Leadership style and capabilities of the CEO • Fluid re-allocation and utilization of capital resources • Mobility of people and knowledge • Modular structures Leadership Unity © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 The Risks of ‘Dead Ends’ in developing Strategic Agility Strategic Sensitivity Strategic Sensitivity Resource Fluidity Resource Fluidity ”The Perils of Resource Fluidity” Strategic Sensitivity ”The Risk of Being too Smart” Leadership Unity Leadership Unity Resource Fluidity Leadership Unity ”The Risk of Being too Fast” © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Rebuilding Strategic Agility -The CORE levers of leadership Emotional: • Higher order meaning • Articulation of va...
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