Rethinking Agile Strategic Planning in an Unstable World
Agile strategy cycles are changing the way organizations approach planning and are shifting strategies from predetermined goals to a series of informed guesses about outcomes when adopting Agile strategic planning. Unlike traditional strategic planning (planning once a year in an organized travel plan style), which has become unsuccessful in the current fast-moving environment, an agile strategy can be planned more frequently (i.e., quarterly) using flexible intervals between adjustments based on the feedback received during the previous planning cycle.
You might be interested in: Why AI Success Requires an Operating Model Change
Although it sounds nice in principle, many organizations have difficulty implementing agile strategy cycles because they require a deeper transformation of organization than most organizations expect. Additionally, successful implementation of an agile strategy will produce some confusion among employees as a result of inconsistent or evolving business objectives. In such cases, it is essential to provide clarity of intent and a consistent understanding of the purpose behind the strategic plan in order for teams to stay on track.
When teams develop agile strategy cycles effectively, it produces a framework within which organizations have a rhythm that allows for the continuous learning necessary for growth without causing chaos or procrastination. Furthermore, the idea of strategy as a document has changed from one that organizations feel as if they need to defend to one that organizations will revisit and alter based upon future performance, but at the same time, still provide enough structure for teams to function together in somewhat of a cohesive manner.
