Abstract/Description

Markets are changing faster than typical strategic planning cycles can support. Additionally, 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.

One thing we must consider, is that there are—typically— a lot of assumptions being made about markets as well as the organization’s capacity to execute. Those assumptions often miss the mark when attempting to meet the ever-changing needs and expectations of shareholders and 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 seeking to understand how to leverage Agile to improve Strategic Execution. This talk will show how to build market sensing into strategic planning, how to design the execution model to provide valuable feedback, and how to prioritize learning to maximize return. The model has been developing over years and has successfully responded to the assumptions and ambiguity facing firms. The reality is that it’s not that simple, but we have a model that can help.

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