Agile Strategy Implementation
- Designing agile implementation program
- Goals & Key Results (OKR)
- Sprint Planning, Reviews and Retrospective
How to direct the focus in the organisation to concrete results and quick implementation successes
The implementation of a strategy is fundamentally a complex matter. This is due to the fact that several areas of a company are usually involved.
Companies often approach us when a strategy has been developed and announced some time ago and one wonders why it has run aground and is neither understood nor lived in everyday life.
Nine out of ten strategic initiatives stall for the following statistically proven reasons:
- Conflicts of interest between strategy implementation and line managers who want to preserve their silo structures,
- Complexity of coordination between all parties, leading to “silent mail” effects and misunderstandings,
- Unclear assignments, roles and responsibilities,
- Organisational overload to coordinate the relevant people in a large number of meetings and workshops.
John Doerr, one of Silicon Valley’s best-known private equity investors, says:
“There is no return on poorly coordinated collaboration and a lack of focus.”
The MLI combines neuroscience findings with the most effective management method for implementing complex strategies, which has made companies such as Intel, Google, Adobe or Flixbus successful. We combine agile voting formats with the target system of OKR (Objectives & Key Results) and gives the strategy implementation a uniform, quarterly rhythm.
Services of the MLI:
As a member of management, are you responsible for the implementation of complex strategies? Then our experts will help you with the following services:
- Consulting top management in developing an effective implementation program and setting up an agile program organisation
- Implementation analysis with regard to the existing organisation and the strategic objectives (Agile Readyness Check),
- Identification of central activation points along the value chain – cross-departmental and cross-hierarchical selection of key players for successful implementation
- Training of the core team with regard to agile methods of strategy implementation
- Formulation of brain-friendly, inspiring goals and undoubted, measurable success levers (key results)
- Control and moderation of the process of agile cooperation:
- Sprint planning for the next one to three months,
- Process support for the action teams, which are responsible for the implementation of individual key results,
- Moderation of stakeholder reviews to achieve maximum transparency on the progress of the overall program and to incorporate new requirements,
- Moderation of the retrospectives in order to continuously improve interdepartmental collaboration.
Our aim is to become redundant as soon as possible. Therefore, we enable internal colleagues to control and moderate the process of agile strategy implementation as quickly as possible.
Principles of agile strategy implementation:
Agile strategy implementation is a management approach, based on the following basic assumptions:
- Consistent alignment along the value chain: The MLI approach uses value chain mapping to identify the most important activation points for successful implementation of the strategy. The focus is on the future client experience (external and internal clients).
- Cross-departmental collaboration in action teams: Agile methods ensure that all necessary experts and decision-makers work together effectively across functional and divisional boundaries.
- Focus: A maximum of three strategic goals at the same time No organisation and no management team is in a position to keep more than three strategic objectives in mind in addition to operational control.
- Commitment: Clear key results per goal ensure that the focus is on those success levers which, in combination, lead to the achievement of the target state with a high degree of certainty
- Iterative planning in quarters: Agile strategy activation combines all ongoing measures and ensures focus and rapid adaptation to new findings with clear formats such as sprint planning, stakeholder reviews and retrospectives. . As in bus or train traffic, a uniform clock frequency ensures greater reliability, better coordination and less friction losses.
MLI strategy activation leads to measurable results. In the following clip you can see some examples:
Objectives & Key Results (OKR) as binding target framework for agile strategy implementation
Management often believes that it is sufficient to network people organisationally.
But it is much more important to network the thinking of the actors involved. This succeeds with brain-friendly goals.
Many people remember the ingenious goal that Steve Jobs once set for the iPod:
“A thousand songs in your pocket”.
It is the purpose of OKRs to help a company focus on the same key points in all areas of its organisation.
OKRs are a management method that has proven particularly effective in implementing complex strategies. .
The ingenious thing about this system is:
- It is simple and transparent.
- It stimulates creative, unconventional thinking.
- It is disciplined, but also flexible enough to react to new findings.
- Nobody works on more than three important things at the same time. Human consciousness cannot do more.
- It promotes cooperation in teams across organisational structures.
- It has exactly what is missing when the day-to-day implementation is otherwise experienced as chaotic and uncoordinated.
- It is not directly linked to the financial incentives of the employees. Therefore, they can adopt an open, learning attitude when assessing progress and do not have to trick to increase their bonus chances.
Agile Strategy Implementation has helped a global transformation process in 14 countries more than double confidence in the management team.