Strategic agility growth strategic rigidity

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Unformatted text preview: Ties that bind • Management mediocrity and competence traps Leadership Unity © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Where is Strategic Agility most needed? Strategic Agility Growth Strategic Rigidity Operational Excellence Entrepreneurial Insight and Flexibility Time 04-04-06 © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Strategic Agility imperative Most companies die not because they do the wrong things, but because they keep doing what used to be the right things for too long… © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Why Strategic Agility Now? Why so hard ? Fast Corporate Entrepreneurship al tio n ra Pe rfo rm an ce O pe Speed of Change Strategic Agility Slow Simple/ Linear Focus on Operational Excellence Strategic Planning Nature of Change Complex/ Systemic © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Strategic Agility requires increasing integration -without loosing speed! Value from Autonomy Value from Integration Performance Danger Zone Single business company Portfolio of Businesses © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007 Key Capabilities enabling Strategic Agility Strategic Sensitivity • Open Strategy Process • Heightened Strategic Alertness • High Quality Internal Dialogue • Cabinet responsibility • Top team collaboration Resource Fluidity • Leadership style and capabilit...
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This note was uploaded on 02/10/2013 for the course ECON 101 taught by Professor Faisal during the Spring '13 term at Université Catholique de Louvain.

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