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Agile Strategy Management in the Digital Age How Dynamic Balanced Scorecards Transform Decision Making, Speed and Effectiveness

:	David Wiraeus, James Creelman
:	Agile Strategy Management in the Digital Age How Dynamic Balanced Scorecards Transform Decision Making, Speed and Effectiveness
:	Palgrave Macmillan
:	9783319763095
:	1
:	CHF 35.10
:

:	Management
:	English

:	276
:	Wasserzeichen/DRM
:	PC/MAC/eReader/Tablet
:	PDF

In a world of rapid and unpredictable change, the problem with strategic planning is that if you follow your plan through to the end, you will get exactly what you used to want.

What you need is a framework for planning and implementing a strategy that is agile enough to adapt to a dynamic environment but focused enough to deliver. That framework is the Dynamic Balanced Scorecard.

The original Balanced Scorecard system has proven the most popular, successful and enduring framework for strategy execution over the last 25 years. Comprising a Strategy Map and a scorecard of KPIs, targets and initiatives, the framework helped organizations distil a strategy into actionable components and measure progress towards a strategic vision, while also implementing and monitoring the actions that drove change.

However, for all its success, the Balanced Scorecard system now needs to evolve for the digital age. Until now, building the system, rolling it out enterprise-wide and adapting it to external changes has been a lengthy process. While the fundamental principles of the system are still sound and relevant, it needs to become nimbler and more responsive.

The book provides a step-by-step guide to agile strategy management: from formulation to implementation to learning and adapting. For each of the steps, the book explains how Dynamic Balanced Scorecards, fit for the digital age, are built and deployed.

	Foreword	6
	Acknowledgements	9
	Contents	10
	List of Figures	16
	List of Tables	18
	1: Digital Age Strategy Management: From Planning to Dynamic Decision Making	19
	Introduction	19
	No “Perfect” Management Solution	19
	It’s All About Evolution	20
	Learning from Genetics	21
	Common Challenges	23
	The Scourge of Silo-Based Working	24
	Research Findings	25
	A Significant Bottleneck	25
	Seeking Mechanical Solutions	26
	The Strategy Function and Process	26
	Research Evidence	27
	Assumptions that Must Be Verified in Execution	28
	End-to-End Process Management	28
	Strategic Innovation	30
	Disruptive Innovation	30
	The Importance of Agility	31
	An Agile and Adaptive Model for Strategy Execution in the Digital Age	32
	Agile and Adaptive	32
	Stage 1, How to Formulate Strategies for the Digital Age	32
	Stage 2, How to Build an Agile and Adaptive Balanced Scorecard System	33
	Stage 3, Driving Rapid Enterprise Alignment	33
	Stage 4, Getting Results Through Agile and Adaptive Strategy Execution	34
	Stage 5, Unleashing the Power of Analytics for Strategic Learning and Adapting	34
	At the Centre of the Model: How to Ensure a Strategy-Aligned Leadership and Culture	35
	Underpinning the Model: Creating a Strategy-Aligned Workforce for the 4th Industrial Revolution	35
	Collaborative Scorecards	36
	Parting Words: Shifting Paradigms	37
	Self-Assessment Checklist	38
	References	39
	2: From Industrial- to Digital-Age-Based Strategies	40
	Introduction	40
	The Potential Dangers of Agility	40
	Be Careful with the “Sprint”	41
	Challenging the Notion that “Strategy is dead!”	42
	Defining Strategy	43
	Case Illustration: A Singapore Clothing Manufacturer	43
	Harvard Business School Professors: Useful Definitions	44
	An Integrated Set of Choices	44
	Position a Firm, in an Industry	44
	Over the Long Run	45
	Defining the Sense of Purpose	45
	The Mission Statement	45
	Case Illustration: The Ford Motor Company (Disruptive Innovation in the Early Nineteenth Century)	46
	Case Illustration 1: Kodak (Not Paying Attention to the Function)	46
	Case Illustration 2: Blockbuster (Not Paying Attention to the Function)	47
	The Relevance Question	47
	Reinventing the Business Model	48
	Research Evidence: A Gloomy Picture	48
	Disruptive Innovation: Something of a Myth	49
	Technology-Based Planning: Outmanoeuvring the Competition	50
	New Wine in Old Bottles	50
	Finance-Based Planning	51
	Blue Ocean Strategy	51
	Case Illustration: Cirque du Sol	51
	Business Model Canvas	53
	Capturing the Voice of the Customer	53
	Research Evidence	54
	Mapping the Customer Journey	54
	Emotional Touchpoints	55
	The “Unknowing” Customer	56
	Case Illustration: How Alibaba Is Disrupting Retail	56
	Parting Words	57
	From Finance-Based to Technology-Based Planning Self-Assessment Checklist	59
	References	61
	3: Agile Strategy Setting	62
	Introduction	62
	Crafting a Vision Statement	62
	Not Visions: Advertising Slogans	62
	Executable Visions	63
	A Quantified Vision	64
	Case Illustrations	64
	Mid-Term Visions	64
	Identifying the Value Gap	65
	Environmental Scanning	66
	Pattern-Based Strategy	67
	Pattern Seeking	68
	Optempo Advantage	69
	Performance-Driven Culture	70
	Transparency	70
	SCOPE Situational Analysis	70
	The Danger of Being Frozen in Time	71
	Senior Management Interviews	72
	Case Illustration: Norway-Based Power Company	72
	Using an External Facilitator	73
	Interview Questions	74
	The Benefits of Anonymity	74
	Interview Outcomes	75
	Devo