BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
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The document discusses new trends and realities for organizations resulting from factors like digitalization, mobility, new generations, energy, climate, and customers. It argues that strategy must become more agile to stay relevant in this changing environment. Specifically, organizations should shift from rigid structures and single visions of the future to identifying problems and opportunities and having multiple visions. They should also focus on developing agile capabilities rather than predefined solutions. This more agile approach allows organizations to better adapt to uncertainty and changing conditions.
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BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
- 2. New Trends
- 3. New Realities The trends of the “twenty-tens” are the new realities of the “twenty-twenties”
- 4. Digital
- 5. Mobility
- 7. Energy
- 8. Climate
- 9. Customer
- 10. Our challenge Stay relevant in the exponentially changing world?!
- 12. The TREND line…
- 13. The TREND line…
- 16. Agile
- 18. Architecture Why How What Do It Value deliveryValue Creation
- 20. Architecture Why How What Do It AgileNot Agile Value deliveryValue Creation
- 21. The solution Strategy is DEAD…
- 23. The solution …as far as we did it in the past
- 24. Agile strategy From solutions to… From 1 vision of the future to… From rigid structures to… Problems and opportunities Multiple visions of the future Agile capabilities
- 25. From solutions to… Problems and opportunities
- 26. Abstract problem Concrete solution
- 27. Our current ICT is not suitable to support our ambitions
- 28. Our ICT will be a strategic enabler for our current and future ambitions
- 29. Within 8 months we will be recognized by our customers as their digital ICT partner
- 30. Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop
- 31. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions Time spend in the boardroom?
- 32. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions
- 33. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions Degree of Agility?
- 34. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions
- 35. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions
- 36. Our current ICT is not suitable to support our ambitions Within 8 months we will be recognized by our customers as their digital ICT partner Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop Our ICT will be a strategic enabler for our current and future ambitions
- 37. From 1 vision of the future to… Multiple visions of the future
- 41. From rigid structures to… Agile Capabilities
- 42. Step 1 Step 2 Step 3 Step 4
- 45. This is all about …
- 46. HOW …
- 48. Define “what” you want to do instead of “how” to do it
- 49. • Cooking • Sleeping • Washing • Car storing • Relaxing • Working • Cultivating vegetables • …. Capabilities …
- 50. Capabilities …
- 51. Capabilities … • Recruitment • Sales forecasting • ICT service management • Stock management • Financial accounting • ….
- 52. Capabilities … Clearly defining “what” you want to do increases the Agility of the “how”
- 53. Agile strategy
- 54. Agile strategy From solutions to… From 1 vision of the future to… From rigid structures to… Problems and opportunities Multiple visions of the future Agile capabilities
- 55. Kim Vrancken – Managing Partner +32 473 80 00 65 kim.vrancken@b-adapted.be B.Adapted N.V. Gaston Crommenlaan 8, bus 5 9050 Gent