Speed is not all in Strategic Agility

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Speed is not all in Strategic Agility
mballa Atangana sebastien, Manager, Cameroon

For me strategic agility will be the by-product of know-how and conceived adaption to new situations or environments. Unlike other who believe that speed is all it takes. Speed will be a by-product of at least two conditions.

Strategic Agility has Focus and Flexibility
Greg Johnson, Partner, United States
Strategic Plans that are agile should be living systems that breathe life into an organization beyond a project timeline but as a contribution to the success of the organization.
See, Strategic Agility has focus but also has flexibility to adjust accordingly along the journey. The adjustments are acceptable because NO plan is perfect but born out of a perceived need and certainly from a vision to enhance the performance and long-term ambition of the organization.
It is a great mindset that should be incorporated into the daily performance of every leader.

Strategic Agility versus Speed Capital
I agree that speed is not all in strategic agility. Although in the current business environment where technology is at the centre of everything, and with the constant changes in technology inevitably affecting businesses, speed is an enviable asset and anyone who has it has capital.
But this speed must be be supported with a strategic orientation otherwise it may lack direction. That is where agility comes in. Speed capital on its own is of little or no value if strategic agility is not incorporated into the system.
Many a commentator have said that strategic agility is a cultural orientation. While I agree with this, a deliberate effort to bring this orientation into being and have it ingrained fully in the organization is key and precedes the orientation.
Therefore strategic agility preexists the cultural orientation. In short: speed capital is necessary for strategic agility to exist. And strategic agility begets a cultural orientation that supports speed capital and agility.



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