agile strategy execution framework, part 1

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Agile Strategy ExecutionFramework: Part 1

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Culture

Governance

Strategic Plan

Align & Link

Plans & Metrics

Refresh/ Transform

Innovation Bets

Cadence Decisions

Real-time Updates

Plans, Updates & Cadence Decisions

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“A plan of action or policy designed to achieve a major or overall aim” Wikipedia

“ A systematic way of exposing

reality and acting on it.”

Execution Bossidy & Charan

Strategy Execution: Redefined

“Translating strategy into a reality that is

aligned, accountable & responsive”

“... a term used to describe the

activities within an organization to

manage the execution of a

strategic plan”. Wikipedia


Strategy Execution Must Become more Agile!

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Aligned

• Goals, strategy and initiatives are linked and coordinated.

• Processes exist to coordinate/integrate organization & department operating plans vertically & horizontally.

• Breakthrough and run-the-business projects & activities must cascade from linked goals, strategy and initiatives.

Accountable

• All employees have direct line of sight to goals and strategy and can see the interconnectedness as well as their role and contribution.

• Culture is data & outcome driven with team buy-in & ownership.

• Progress to expected plan outcomes is regularly measured & reported.

Responsive

• Ongoing adaptation/realignment to the changing internal and external landscapes.

• Cross-department objectives, actions and metrics are managed real-time with frequent discussion and decision making.

• Real-time performance measurement transparency with common definitions


Agile Strategy Execution:

Framework Dimensions

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Plans & Metrics: Overview

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Definition: A systematic approach translating organizational goals,

objectives & strategies into area initiatives, tactics & metrics

Methods:

Hoshin Kanri: Hoshin Planning, Policy Deployment

Focus on the few breakthrough business goals and objectives

OGSM: Objectives, Goals, Strategies and Metrics

OKR: Objectives and Key results - Intel, Google

Communicate priorities, maintain alignment and make it stick

Balanced Scorecard: Performance measurement framework

Outcomes:

Objectives/initiatives: broken into manageable components (epics/stories)

Transparency: Single Source of Truth: (SSOT)

SMART: Specific, Measurable, Achievable, Results focused, Time bound

Metrics: tied to critical objectives: measured & reviewed real-time

Plans & Metrics

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Area/Initiative PlanPlans & Metrics

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Area Scorecard

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Plans & Metrics


Plans & Metrics:Tools

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Balanced Scorecard OKR’s Scorecard

Plans & Metrics

OGSM ScorecardHoshin Planning


Cadence Decisions: Overview

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Definition: Ensure real-time resourcing & course correcting solutions to manage prioritization & the backlog decision making processes.

Methods:

Decision meeting: identify issues, develop action plans to get back on track/change direction. Not intended as an “Inform” meeting

Identify & prioritize items for next set of sprint items (initiatives/epics)

Reprioritize backlog re. “Stop Keep Start” (SKS) as needed

Outcomes

Objectives/initiatives broken into manageable components (epics/stories)

Real-time refinement/pivoting of initiatives/tactics to stay on track

Work completed, delivered and evaluated/communicated…. regularly

Institutionalized prioritization/backlog processes

Strengthened organizational agility & responsiveness

CadenceDecisions


Cadence Decisions: Cascade

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EPIC

?

CadenceDecisions


Agile Dimensions: Decision Cadence

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“We’ve basically unplugged anything that was annual. … in the digital age, sitting down once a year

to do anything is weird, it’s just bizarre. So… whether it’s doing business reviews or strategic

planning, in a much more continuous way…..” Jeff Immelt, GE Chairman 2015

CadenceDecisions


Putting the ‘Agile’ in Agile Strategy Execution

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Adherence to a set of themes that integrate meaningful Agile Concepts with strategy execution

Best Practices.

→ Focus on results (i.e. metrics, targets and undesirable variance thresholds) with the ability to

and drive course corrections when results deviate from expected tolerances.

→ Sustainable self-organizing cross-functional teams built around projects, programs, run-

the-business activities & process improvement work efforts.

→ Building through incremental improvements Rapid cycles of learning, with ‘Backlog’ as a

place to capture initiatives/tactics for next cycle of work

→ Continuous delivery of value (i.e. actionable intelligence) based on knowledge transfer, a

continuous improvement learning culture and a bias for action.

→ Commitment to innovation via responding, adjusting, testing, evolving and making changes

continuously with Scrum as a mechanism for getting things done.

→ Transparency and a single-source-of-truth for all information seeded from disparate data

sources.

→ Valuing individuals and collaboration with a focus on governing from the middle based on

direction from the top - especially cross-functional and even cross-enterprise (i.e. with

customers, suppliers, partners, and the contingent workforce).


Revolutionizing the HOW!

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Inclusive & can be used with strategy

‘Best Practices’ tools & techniques in

place in organizations today.

Strict in intent yet flexible in delivery

style.

Success can be measured, showing

before and after results.

Each dimension can be worked

separately or together, in whatever

order is best for the organization.

Benefits of Using an Agile

Strategy Execution Framework

https://www.amazon.com/Agile-Strategy-Execution-Revolutionizing-How/dp/1537477633/ref=sr_1_1?s=books&ie=UTF8&qid=1485483250&sr=1-1&keywords=alan+leeds


Alan Leeds, Biography

Alan Leeds is the president of Agile Strategy Manager, a software company enabling

companies to convert strategy into action. For 20 years, Mr. Leeds was President

of Leemak, a management consulting firm. Alan’s experiences in consulting provided

the foundation for the methodology upon which ASM is based.

His expertise in strategy deployment and change management methodologies has

helped companies deliver tangible operating results. He has led numerous Fortune 500

companies such as Raytheon, Cisco Systems and Texas Instruments to effect these

changes, pioneering both innovative processes and tools.

Alan holds a Masters from SUNY, and a BS from Syracuse University and is currently on the board of Directors

for the Association for Strategic Planning (ASP). Prior speaking engagements have included 2007 National

conferences for the IPS Learning, CSCMP and the ASP. He introduced his Agile Strategy Execution Framework

paper at the Agile Alliance2016 conference in July. An award winning magician, he incorporates magic into

his presentations.

This paper, based on the book, Agile Strategy Execution: Reinventing the HOW! ,was developed for the ASP

webinar series, to be presented on February 14, 2017.

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