Strategic Agility in the Culture

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Strategic Agility in the Culture
DR.VIVEK DIWADKAR., Business Consultant, India

I feel this strategy of agility should be adapted as a culture in the company, where it starts from HR to sales, operation, manufacturing.. Or from workers to CEOs...
This may then be called a true strength of company. Agility is ''openness to new ideas, culture and adaption and master local tastes very quickly...''

Strategic Agility as a Culture
Srikumar Varma, Other, India
Periodical assertions that there is need to change should be imparted to the employees by the management in order to keep them agile.
This could be achieved by taking into consideration the rapidly changing external environment, the hurdles in the current business strategies and by instilling the need to change one way or the other in the future as optional strategies as a part of the culture of the organization.
Even if the present conditions show that there is no need for any change.

Push Towards Cultural Change..
Mohammed EL Bouzidi, HR Consultant, Morocco
Nowadays, strategic agility is a must. Organizations suffer from groupthink, relying upon procedures and reluctance to change the way of thinking.
Strategic agility supposes readiness for change, adaptability and proactivity at the same time. Nowadays, the life cycle of technologies is so short, that a strategy elaborated today may not be of great results tomorrow.
Technology is very helpful in so far as it allows change to happen and leaves room to new ideas as well as vision. Top management should be aware of this and push towards cultural change in the sense that agility is a long term endeavor which has an impact on organizational as well as individual and group culture.

Strategic Agility is an Attitude
T Wilhelmsen, Business Consultant, Norway
This is fresh and new and the emperor's new cloths at the same time. -crisis, $-uncertainty, tsunami and new political winds in the Arab world are a few of the potential Black Swans swimming around.
One has to take into consideration what financial, market, technology, organizational and distribution changes implies for the company. A number of changes takes place at the same time and the impact is observed immediately. When Nikon suffers with flooding in Thailand photo stores all over the world looses turn over. Both parties suffers.
But these kind of observations are not new. At all times one has had to adopt internal/external changes. What is new is the need to adopt and implement changes RAPIDLY. Overnight.
That is why I think strategic agility is an organizational attitude, culture or way of surviving on (more or less) daily basis. And it implies skills in strategic analysis and communication; as is my mantra. Strategy and communication are connected to each other as air to the body.


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