Agile has been around since 2001 and one could argue it’s become more mainstream over the last 5 or so years. These are the ones I’ve encountered, but the point is, its these organizational impediments that get in the way.
Correlation isn’t necessarily causation, so you may come to your own conclusion about the reasons organizations have been struggling with Agile. Jason LittleAuthor, Lean Change Management at LeanintuitI began my career as a web developer when Cold Fusion roamed the earth.
In 2008 I attended an experiential learning conference (AYE) about how people experience change and since then, I’ve been writing, and speaking, all over the world about helping organizations discover more effective practices for managing organizational change. Latest PostsSuccessful Agile Transformation through Community Building on April 15, 2016 Alternatives to Agile Scaling Frameworks on March 29, 2016Scaling Agile is a hot topic nowadays…well, most of the early adopters in Agile have already moved on from this but many organizations in the late majority are looking to scaling frameworks to help them be more Agile. Removing the Mumbo-Jumbo from Change Management on March 21, 2016A couple of weeks ago Thomas Cagley interviewed me for his SPaMCAST podcast. The Concept of Strategy, Strategic Planning, and Strategic Implementation It is appropriate to have an overview of the concept of strategy and strategic planning prior to switch in the today’s concentration of the seminar topic “ Strategic Implementation” or “ Strategic Execution”. Strategy is a combination of Analysis and Action Analysis Part: comprise three elements What is the organization trying to achieve? Strategic Planning Strategic Management Preparing for optimal Strategy decisions Focused on strategic results Management by Plans (MBP) Management by Results (MBR) Analytical process Organizational action process Focuses on business, economic and technological variables Broadens the focus to include psychological, sociological and political variables. Different Approaches to Strategic Planning Strategy ( What to do) and Planning ( (How to do it) became amalgamated into the concept Strategic Planning in the 1960’s and 1970s. Describe strategy as a precisely defined plan or explicit, deliberate set of guidelines developed in advance.
Two Examples- Planning Mode and Evolutionary Mode Henry Mintzberg notion of Strategic Planning- Evolutionally Mode Mintzberg distinguishes strategy from planning: Planning concern analysis which break down goals or set of intension into steps for implementation, where as Strategy deals with synthesis which deals with broader issues through holistic perspectives in order to come to realize those intensions.
The Balance Score Card (BSC): One Approach (Tool) to Strategic Planning Kaplan and Norton’s BSC looks at strategy from 4 perspectives 1.Financial What is our strategy for satisfying shareholders? Performance Measurements- Key Performance Indicators (KPIs) Awareness and understanding main functions of KPIs has become so important in strategic planning and implementation. Strategic Issue Management - Applications Increasing the flexibility and adaptability of the organization I response to changes in the environment and to urgent issues. Strategic Execution…… “Walk the Talk” Execution is not a single event and it should be viewed as the discipline of getting things done, which is a composite process or system of questioning, analysis and follow through, aligning people, processes and culture with strategic goals and objectives, in order to convert abstract plans in to concrete action and reality.
Leadership Represent the sponsorship for the change and the visible, constant, and contagious business leadership to make the change happen Navigation Creates and implements the environment to manage, integrate and synthesize multiple change initiatives Ownership Represents attitude, motivation and commitment of the workforce and their broad and deep involvement and buy-in to make the change happen Enablement Provide workers with the knowledge, skills processes, technologies, structures, tools and advise to perform new roles in a changing work place.
The Culture Approach to Change Management The basic assumption of this approach is that the earlier discussed normative rationalistic approaches to strategic management are not sufficient in explaining the actual process of strategic development and change in the organization. At Agile 2015, Declan Whelan and I ran a simulation that helped participants see a pre-Agile organization transform to a post-Agile organization.

What that means, is an organization needs to go through a whole year of its ceremonies to understand the impact Agile has to their organization. We analyzed 9 years of Version One’s State of Agile Development survey and the reasons why organizations are struggling with Agile remain consistent year after year.
Oddly enough, a few days later, I had an opportunity to try another experiment using storytelling. The concept of strategy has been extensively discussed, researched, and so much of thinking has gone into.
As businesses searched for more and different ways of achieving the lead over competition, there were emergence of different models and perspectives in the sphere of strategic planning. Planning is about formalizing the steps to achieve a goal or an objective where as strategic thinking involves creativity and intuition to form a longer term perspective for the organization. For one thing, they have been conditioned to think about Process; for another, measures aren’t always easy to develop. Strategy Gap: Strategy-execution “ In too many companies there is a grand and overly vague, long term goal on one hand…. Instead, we have to take in to consideration the strategic management with in a context of taken for granted tacit values, beliefs, and assumptions about the organizations and its environment, the organizational paradigm. After that, teams can fly under the radar for a number of sprints until they bump up against the organizational boundaries. If we all shared the same grey matter up top, we could all adopt the Agile mindset, but we don’t. The bumps and bruises I collected along the way helped me realize that helping organizations adopt Agile practices was less about the practices, and all about change.
Analyzing the environment too closely leads to a danger that the strategies that are simply copies of those competitors. Allowing for continuous monitoring and reaction by senior management to strategic issues and problems.
Strategic planning is a two stage process in which management teams create a future for their organizations and realize that future through carefully crafted implementation plans. Strategy- Definition: The term strategy originally came from a Greek word “ strategos” and the meaning of that word was the art of generalship, of devising and carrying out a military campaign or maneuvering an army and therefore, the English word “Strategy” has its military origin to business world. This might cover various aspects of external environment as well as what the organization is itself already doing.
SP is Usually a top-down approach and is a business of top management with the assistance of specialist staff. Responding effectively to changes that cut across departments or functional units where the strategic implementation is generally taken place. In this context the organizational culture is a double – edged sword since it can be either cause inertia, apathy and decline or it can encourage change and innovation depending on the organizational paradigm.

Strategic Management Process starts with Strategic Learning which requires understanding of firm’s internal operational capabilities and also continual scanning environment. Strategies are usually born of the prevailing, even imminent environmental conditions not by high level of analysis, rational calculating –planning approach.
Since Strategic Learning, Thinking, Planning and action is a composite process which is interrelated in achieving ultimate results.
Therefore, it is accepted that the “Logical Incementalism” (Incremental Change) change is more appropriate under the cultural approach to change management than the radical change approach.
The Action Part comprises two elements 1.The organization making its choices from various possibilities on offer. Therefore, Strategic management is a composite process of strategic learning, thinking, planning and action.
More oriented towards those already exists, or usually born of the prevailing, even imminent, environmental conditions.
We cannot simply say strategic implementation or action is more important than all other parts of the process. Commitments often are challenged by change that needs to be made to realize your strategic vision. Strategy is therefore, in a nut shell, “ What you do” and planning is “ How do you do it” The term “Tactics” which is also a military origin contrasted with strategies. However, Implementation is the ultimate bottom line event that must be given sufficient attention since most of the strategic planning and implementation process getting held up at the implementation without producing a desired results or without reaching the desired destination, aspired by the vision. While strategy represents the big picture about “ doing the right things ”, tactics are more about the details of “ doing things right”.
Evolutionally Mode (Organic approach) Planning Mode (Clock wise approach) Strategy is not a well –thought- out and systematic plan and rather it evolves overtime as a pattern in a stream of significant decisions. Strategy sets the direction in which the organization will proceeds while tactics determine “how it will proceed” There is a similarity between Tactics and Planning and both the terms concern with the “ how we do things” once we have decided what to do. Realistically the strategy need not always be deliberate but it can emerge or develop in all kids of strange ways, after exposing to heavy external dynamics and built strengths with in the process itself. Those are Aspirational, Visionary and to be articulated in the mindset of the organizational incumbents. Process theorists such as Henry Mintzberg, J B Quinn, Gary Hamel & S K Prahlard et al advocate this approach.

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