Dynamic Strategizing: About Agile Forms of Strategy Work
Strategy should be a matter of the top management, right? But more than 50% of strategies are never implemented. What is helpful and appropriate “strategy work” in a highly dynamic context? How do you make better use of collective intelligence? And how does strategy become a decision-making tool in everyday life?
Find out how to get from the “Mount Strategy” in now:land into the next:land “Hills of Strategizing” in our article “Dynamic Strategizing” on principles of agile strategy work:
Download the publication incl. table here (PDF, 15 pages, 4MB)
Dynamic Steering – Permanent Change Creates Stability
Four elements for the development of a Strategizing process:
1. Setting up a Strategizing container
2. Using Purpose as a central point of reference
3. Developing strategic preference rules (“Rules of Thumb”)
4. Prototyping: Fail fast, learn fast!
Find out more about these four steps and how to keep on developing the HOW and WHAT in our publication: “From Mount Strategy into the Hills of Strategizing” (PDF-Download)
An organization in the Strategizing Hills gains what companies in the VUCA world need most: the ability to react and speed of change. The process of strategizing enables organizations to adapt flexibly to new situations when the environment is changing or when previous assumptions about contextual conditions prove wrong—which seems to be increasingly the case in our globalized and highly complex economic world.
This is true for the Strategizing Hills: A constantly changing organization creates stability in a constantly changing, volatile, and unpredictable world. The central benefit of strategizing is the fact that managers and employees abandon the illusion that strategic content and guidelines coming from Mount Strategy are able to create any kind of security. Security may be a strong desire of many top managers and people in organizations—not least to reduce complexity—but simultaneously the greatest illusion in the VUCA world. Instead, we experience that the process of strategizing creates some kind of dynamic stability. Imagine you’re sitting on a plane flying over next:land of organizing. The plane looks sturdy. But behind what we call stability lies the permanent work of hundreds of sensors constantly perceiving what is going on, and constantly reacting by adjusting a number of elements in order to create stability.
Become a next:land organization! Additionally, organizations on their way into the Strategizing Hills will inevitably be affected by the five principles of next:land: people in organizations organize themselves with the aim of fulfilling a purpose, in structures of distributed authority, in a constant process of adjustment by evolutionary learning, in independent collaboration, and with transparent and shared information—with all those positive effects on the individual, organizational, and societal levels that we describe for the shift from now:land into next:land (find out more in our next:land Manifesto and the five principles of self-organization!).
Download the publication “Dynamic Strategizing” here (PDF, 15 pages, 4MB)
PS: Our publication is also available in German 🙂