Assumptions & Ambiguity be Damned: Developing a Strategy to Embrace Change

Accelerated market changes, digital disruption and the meteoric rise in the consumption of digital services has expanded the boundaries of yesteryear’s strategic planning capabilities. Fueled by tech savvy customers, the demand for pervasive connectivity and desire for continuous content is spanning the pallet of the digital experience; namely leveraging mobility, big data, the cloud and the internet of things (IOT). These digital strategies are increasing interdependencies and exacerbating the strain on execution.

Strategic planning often falls short because it’s not as fluid as it needs to be.

We must consider the abundance of assumptions generated about markets as well as an organization’s capacity to execute. These assumptions often miss the mark when attempting to keep pace with the ever-changing demand, desires and expectations of our shareholders and valued customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.

This talk is targeted at senior managers and business driving executives seeking to understand how to leverage Agile to improve Strategic Execution. LeadingAgile will show how to build market sensing into strategic planning, design an execution model to provide valuable feedback, and display how to prioritize learning to maximize return. The LeadingAgile blueprint has been developing over years. This model has successfully responded to the assumptions and ambiguity facing firms; addressing failure patterns in portfolio planning and ensuring the explicit alignment to market demand, product fit, governance and successful delivery.

The reality is that it’s not that simple, but we have the framework and modeling that can help.

 
 

Outline/Structure of the Workshop

0:00-10:00 Traditional Strategic Planning Approaches and Examples of Failures

10:00-25:00 Group Simulation of Traditional Strategic Planning Approaches

25:00-35:00 Interactive discussion gathering problems from the audience

35:00-45:00 Reframing Strategic Planning – Agile Delivery, Smaller Bets, Testing Hypothesis, Venture Capital Investment Model

45:00-75:00 Group Simulation Running Same Strategic Portfolio Through New Model (This is a two part process)

75:00-90:00 Discussion about how and where to bring the new model to your organization

Learning Outcome

  • Understand the value a Lean-Agile approach to portfolio versus traditional portfolio management
  • Understanding of how to apply the principles of Lean-Agile to portfolio management
  • Explain leveraging Lean-Agile to management strategic planning and portfolio management increases strategic alignment, value delivered and reduces risk
  • Demonstrate how to management a portfolio using strategic planning built on Lean-Agile principles at the enterprise-level

Target Audience

Enterprise Agile Coaches & Consultants, Senior Management, Portfolio Management, Corporate Strategists

Prerequisites for Attendees

- Understanding of Lean-Agile Principles

- Portfolio Management

- Organizational Transformation

schedule Submitted 3 months ago

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