- Frederic Moreau introduces the Crystal Dynamic agile strategy model for managing business strategy in a turbulent market environment. - The model uses a collaborative canvas approach to align opinions, accelerate strategic planning, and prioritize actions. - The Crystal Dynamic canvas includes sections for the business model, market analysis, agile strategy and actions, and financial performance. Iterating through the canvases allows for rapid adjustments to strategic direction.

1. Frederic Moreau, President, PÖL Digital
AGILE STRATEGY MANAGEMENT
IN ATURBULENT WORLD
Agile enterprises
• Montréal •

2. @frederic_moreau
2
Agile enterprise enabler, bringing business performance to the next level
through #strategy #leadership #innovation workshop facilitation and coaching

3. SUMMARY
• Why agile strategic management?
• Introducing the Crystal Dynamic agile strategy model
• How to use Crystal Dynamic?
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4. 1.WHY AGILE STRATEGIC MANAGEMENT?
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5. NEW MARKET ENVIRONMENT
5
• Volatile
• Uncertain
• Complexe
• Ambiguous
• Ending (business cycles)
• Individual

6. PERFORMING INTHETURBULENCE
THE AGILE ANSWER
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• An Agile Enterprise is a group of people who anticipate and
dynamically adjust to the ongoing changes in the environment in
order to reach a common goal for which the meaning is shared
Vision
Collaboration Anticipation
Fast
Cost-effective
Value creation driven
Total satisfaction
Iterations

7. TRINITY OF ORGANIZATIONAL AGILITY
Leadership agility
Execution agility
Strategy agility
Agile
enterprise
Projects
Operations
Results
Direction
Culture
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8. ISSUES WITH STRATEGIC PLANNING
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• 96% of businesses worldwide operate without strategy
• 78% of those who have formulated a strategy workout their strategic plan once a
year, although markets move every10 days on average
• The vast majority define their strategy within small groups of people (executive
boards) and do not benefit from the collective intelligence of a broder group of
employees
• As a consequence of the above, there is little strategic alignment within most
organizations, small or large
• 250 man/days is the average cost of an annual strategic planning exercice involving
executive board members, excluding extra cost of additional people involved like
potential consultants
• Within large companies, an annual strategic planning exercice takes between1 to 2
months to be produced, with an additional 1 to 3 month decision making process.
• For all the reasons above, the exercice most often turn into a budgetary exercice
where the way to reach newly set objectives are not clearly articulated

9. METHODS ANDTOOLS EXISTTO PRODUCE
DESIRE OUTPUTS FASTER; E.G.
Business Model Generation
(Alex Osterwalder )
Lean Startup
(Eric Ries)
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Balanced Scorecard
(Robert S. Kaplan)

10. BUTTHERE IS A GAP BETWEEN LEANTOOLS DESIGNEDTO INNOVATE
AND STRATEGIC PLANNINGTOOLS HELPING ESTABLISHED
COMPANIES DECIDE UPONTHEIR NEXT DEVELOPMENT STEPS
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Innovation
Creation of a business value
(new company, business unit,
product, service, or process)
Strategic planning methods designed
for established businesses
market analysis, business modeling,
strategies, financial planning, etc.

11. INTRODUCING CRYSTAL DYNAMIC
THE AGILE WAYTO MANAGE A BUSINESS STRATEGY
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12. BENEFITS OFTHE CRYSTAL DYNAMIC MODEL
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• Align opinions, strategic directions and actions using a
collaborative approach
• Increase the quality of the final result by using the collective
intelligence
• Accelerate the production process of the strategic planning
exercice
• Reduce time spent by executive members
• Deliver a practical tool and simple method to prioritize
actions in a fast-changing and complexe market environment

13. CRYSTAL DYNAMIC® BUSINESS CANVAS
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14. INITIAL PROCESSTO CRYSTAL DYNAMIC®
(SPRINT ZERO)
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1 2 3
Business
Model
Market
analysis
Agile strategy
& actions
(canvas #1) (canvas #2) (canvas #3)
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Financial
performance
(canvas #4)
Iterations to ensure canvas alignment

15. STEERINGYOUR STRATEGYTHE AGILE WAY
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Enterprise
strategy
Crystal Dynamic
canvas
2 to 4 weeks
action release timing
Short Daily
meetups
Sprint zero
Results assessment
Action
backlog
Iterations

16. CCD#1 -THE BUSINESS MODEL
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A profitable set of processes by which your company
creates value, delivers this value on its market, and
capture a value in return

17. CCD#1 - BUSINESS MODEL BLUEPRINT
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18. CCD#2 - MARKET ANALYSIS
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Business intelligence starts with the
knowledge of its market

19. THE « PESTO » SWOT ANALYSIS
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Economy &
competition
Think about your
industry; i.e. overall
revenues generated,
clients, users,
prospects,
competitors, and
partners. What are the
trends in your market?
What are the main
challenges it is
currently going
through? What are its
main strengths?
Find reliable data
about your market
(volume, pro>ile,
behavior, pain, needs,
expectations), and use
them to draw up your
conclusions.
Social & user
experience
How is your industry
impacted by social
trends; i.e. the way the
society operates and
the psychological
factors that can be
associated to current
behaviors? Are there
any successful
developments in terms
of user/client
experiences you could
bene>it from?
Which market data do
you have to measure
these social trends,
opportunities and
threats?
Political & legal
Is your market highly
regulated? By whom?
How decisions taken
by the legal & justice
authorities may impact
your industry?
Who are the
organizations that
in>luence or exert
pressure from the
authorities? For what
purpose?
Do you face any legal
limitations to operate
on your target
markets?
How to take advantage
of this environment?
Technology & tools
How technologies and
existing systems
impact your market?
Think of the
technologies and IT
solutions needed to
build and maintain IT
infrastructures, the
administrator side of
softwares (back-end)
and the user side of it
(front-end). Is this
current environment
meeting the demand of
the market? What can
be considered as the
major advantage and
disadvantage of the
technological
environment in your
industry?
Your organization
Is your company
structured and
organized effectively to
meet the demand of
your market and
maintain its
competitive
advantage? What are
the strengths of your
organization in this
context, and which
ones require
improvement or
change?

20. CCD#2 - MARKET ANALYSIS
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21. CCD#3 -THE STRATEGY
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A strategy is a set of movements (actions) that a company
decides to make expecting the benefit to outweigh the resources
committed to implement these actions.
It is the direction you take with your business.

22. THE AGILE STRATEGY
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The ability to change directions quickly all together within
the organization to seize the right opportunity
•It focuses on the most important actions to achieve right now in each
of the 10 core areas of business strategy
•When an action is completed, evaluate results and decide the next
action to implement while taking into account potential changes in the
market environment
•Iterate the process permanently

23. THE CRYSTAL DYNAMIC MODEL SUGGESTSTHERE ARE ONLY
3 POSSIBLE STRATEGIES,ANDTHEY ADD UP
Dominate
Adapt
Innovate
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To do well what
we are supposed
to do to (and do it
as brilliantly as
possible)
To change what needs
to be changed in
order to remain align
with internal or
external changes and
needs
To create a solution to
solve o problem or
obtain a gain, seize a new
market opportunity

24. CCD#3 - AGILE STRATEGY
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25. CCD#4 - FINANCIAL PERFORMANCE
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26. OPEXCAPEX Profits
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3
Revenues
ActivitiesConsumers
PERFORMANCE INDICATORS IN AVISUAL DIAGRAM
FOR EASIER READING AND ADJUSTMENT
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27. CCD#4 • FINANCIAL PERFORMANCE
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28. EVALUATE RESPONSES FROM 0-3TO ALIGN MORE
EASILY OPINIONS ANDVISIONS
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3 = I AM / WE ARE FULLY SATISFIED WITH MY/OUR OUTPUTS
2 = I AM / WE ARE SATISFIED WITH MY/OUR OUTPUTS
1 = I AM / WE ARE A BIT DISSATISFIED WITH MY/OUR OUTPUTS
0 = I AM / WE ARE VERY DISSATISFIED WITH MY/OUR OUTPUTS

29. 3. HOWTO USE CRYSTAL DYNAMIC?
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30. DO-IT-YOURSELF
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Editable canvas can be used and dowloaded for free on Google Drive
• English version here http://bit.ly/1Snebr0

31. ONLINE ADVISORY SESSION
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Online forms Profiles
Alignment
Populate
online canvas
Stratégie agile
Canevas Cristal Dynamique #3
Conçu pour : Auteur : Date :
Itération #
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Les gabarits du modèle Cristal Dynamique sont sous licence Creative Commons Attribution-ShareAlike BY PÖL Digital, www.poldigital.com - Attribution CC-BY 4.0 International
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Actions
stratégiques
Dates de
livraison
Résultats
attendus
Stratégie de
domination
Stratégie
d’adaptation
Stratégie
d’innovation
Votre
marché Texte Texte Texte
Produits
& Services
Ventes &
monétisation
Prix
& conditions
Technologie
& systèmes
Production
& fabrication
Distribution
& logistique
Communication
& promotion
Equipe &
organisation
Finances &
comptabilité
Choix rationnel
Choix intuitive
Placez les pastilles bleues ou rouges au-dessous de la stratégie de votre choix, puis indiquer l’
action que vous allez réaliser pour exécuter cette stratégie.
Diagnostic & advisory
session through videoconference

32. WORKSHOPS
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Intra-entreprise workshop Multiple-entreprises workshop
(for entrepreneurs)

33. 33
THANK YOU
FOR ANY QUESTION OR SUPPORT, CONTACT
Frederic Moreau
Montréal, QC, Canada
Cell.: +1 514 503-3357 - fred@poldigital.com