How To Build Your Organization’s Strategic Agility

Published on: October 12, 2021

Considering how fast-paced today’s world is, few matters hold greater importance to business success than a quick response to unexpected alterations in market conditions or client needs. Whether the disturbance is caused by the advent of new technology, a new contender whose appearance was expected, or drastic modifications in financial policy and trade agreements, the organizations that reach the pinnacle of magnificence are generally those that respond the fastest. You can call this strategic agility. What is strategic agility? The capability to constantly accommodate and adapt strategic course within the central management of the business, as a feature of strategic goals and changing situations, and build not simply new products and services, but also establish new business models and innovative methods to increase value for an organization. Notion – Strategic agility is a company’s capability to think in advance of the market, fast self-deployment, adjust to market shifts, fill skill gaps, seize new revenue in advance of the competition, and even build brand new marketplaces. Strategic agility calls for remote arrangements, buildings, and processes, and requires enabling the fluid organization to achieve success for loosely defined missions. Important principles for achieving the absolute strategic ability Qualitative and quantitative information assembled from several hundreds of organizations indicates that strategic agility can be further split into the underlying principles.
  • Prioritize pace over perfection – Opportunities come and go quite fast in the course of a crisis, so businesses must be prepared and accede to take action quickly, even if they abandon quality and predictability during the
  • Go for flexibility rather than planning – Strategy is a frequently taught subject in business schools as a choice cascade that devises where to play and how to These choices are generally formed into strategic plans which are planned and authorized over numerous months, after which it is carried out over 3 or 5 years, before the loop repeats. But, during a crisis, a strategic plan can effortlessly turn out to be an anchor that locks an enterprise onto a route that is not relevant.
  • Choose diversification rather than optimization – Several businesses struggled and a few failed in the course of the pandemic not because they weren’t agile or innovative, but since they were knocked out by a single destructive strike. The fundamental cause of this issue, in several cases, was either a deficiency of diversification or an overemphasis on performance and optimization.
  • Empowerment must hold more priority than a hierarchy – Systems are mostly susceptible at their weakest points. A hierarchy, for instance, is most susceptible at the Empowered teams, in comparison, are innately robust. As they’re disseminated, no single blow or crisis can take all of them out. The solution is to hold open and frequent data flows so that they're operating from the same page.
  • Prioritize gaining knowledge over criticizing – It is popularly acknowledged that organizational cultures that recompense risk-taking and condone failure grow faster than those that don’t. If employees are blamed for failing, they're much less likely to take any further risks, even in a time of crisis, this could be fatal.
  • Hold more importance to resource modularity and mobility over lock-in – As it is tough to speculate how the future will turn out in a crisis, it is tough to efficaciously devise the allocation of assets. So, it is essential to construct assets that are modular and/or mobile so that they can be reconfigured or moved as desired.
Competencies determining your strategic agility Competencies include the abilities, attributes, and know-how that allow you to respond or act efficaciously. Business leaders with strategic agility skills will have the capability to predict and respond to adjustments or problems that appear without prior notice. Stated below are the competencies that, when developed and reinforced will aid your strategic agility.
  • Steering change – Change can lead to disruption, complexity, and new or sudden challenges. Individuals and leaders who can effectively adapt and navigate change are capable of capitalizing on the advantages and possibilities that appear when change is required.
  • Strategic thought process – Thinking strategically means possessing a wider sight about your work, being diligent in what's shaping it, and identifying how you may boost your outcomes.
  • Being adaptive to risk takings – Risk can give rise to numerous emotions; however, risk also depicts an unseized opportunity. In case you wish to widen your strategic agility, you must possess the skill to identify risk, calculate risk, and determine what suitable measures to take. Risk must be managed, not feared.
Conclusion Strategic agility is the capability to enhance performance, and not simply to get through but to prosper amid disruption. These principles and competencies aren't fixed definitions, rules, laws, or frameworks, but pointers to assist your businesses to leverage disruption effectively to your benefit.

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