How to start making a organization agile

1. Prepared by : Raju Nair (Consultant -Information Management)
rajunair@consultant.com / rajunair@ramsonandramson.com
www.ramsonandramson.com
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2.  Logics of value creation  Change
 Unpredictable world  Action Plan
 Agile organization  Conclusion
 Active inertia
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3.  Value through superior position
 Value through superior resources
 Value by seizing fleeting opportunities
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4.  Identify an attractive market
 Establish a secure position
 Erect defenses to prevent competitors
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5.  Specialized factories or prime real estate
 Brand
 Technology
 Knowledge possessed by an organization
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6.  Identifying a gap in the market
 Inherently uncertain
 Novel combination of resources that
satisfies an unmet market need
 New resources combinations are also
fleeting
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7.  Competitive environments
 Rapid and unforeseen changes in multiple
factors
 Global integration
 Technological change
 Managers must act with low visibility into
the future
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8. Fleeting
Unpredictability
opportunities
Competition
Size
Organization
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9.  Surfacing organization’s mental map
 Know assumptions
 Can be tested
 Debated
 Adjusted
 Help simply tear up the map
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10. Change House
Contentment Enlightenment
room room
Confusion
Denial room
room
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11.  Executives cling to strategic formulas that
brought success in the past
 Past strategic frames become blinders
 Processes harden into routines
 Relationships become shackles
 Values turn into dogmas
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12. Make revisions Make sense
• Compare initial
• Develop a shared
estimates with
mental map of a
actual ,make mid
turbulent situation
course corrections
Make it happen Make choices
• Agree on clear
• Ensure people
priorities, resource
make good on their
allocation and
commitments
action
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13.  Routinely introduce new revenue streams
 Introduce a new service in response to a
competitor in three months or less
 Plan for strategically cannibalizing existing
revenues with new offerings
 Core team learn where to create disruption
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14.  Use disruption for competitive advantage
 Leaders lead with organizational kinetic
energy
 Use organization structure as a flexible
device to adjust to and drive new strategies
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15.  Organizations do not have a lifecycle
 Opportunities have a lifecycle
 Organization
 Takes on a lifecycle when they tie their future to a
single set of opportunities
 Avoids the lifecycle by being willing to use their core
competencies to handle multiple opportunities
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16.  Luck and the right circumstances have a
greater impact on company success than the
well-laid plans of executives or their foresight
 Companies that are prepared are the ones
who can take advantage of their luck
 Recognize the limitations of linear planning
and move into iterative management
 Key is never to lose hope as a leader
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