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New Trends
New Realities
The trends of the “twenty-tens” are the new
realities of the “twenty-twenties”
Digital
Mobility
(Post)Millennials
Energy
Climate
Customer
Our challenge
Stay relevant in the exponentially changing world?!
The TREND line…
The TREND line…
Mission
Vision
Strategy
Management model
A
Management model
B
…
Agile
Happiness & Frustration
Architecture
Why
How
What
Do It
Value deliveryValue Creation
Architecture
Why
How
What
Do It
Agile
Value deliveryValue Creation
Architecture
Why
How
What
Do It
AgileNot Agile
Value deliveryValue Creation
The solution
Strategy is DEAD…
The solution
Yes indeed…
The solution
…as far as we did it in the past
Agile strategy
From solutions to…
From 1 vision of the future to…
From rigid structures to…
Problems and opportunities
Mul...
From solutions to… Problems and opportunities
Abstract problem Concrete solution
Our current ICT is not suitable to support our
ambitions
Our ICT will be a strategic enabler for our current
and future 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 current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
Our current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
Our current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
Our current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
Our current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
Our current ICT is not suitable to support
our ambitions
Within 8 months we will be recognized by
our customers as their d...
From 1 vision of the future to… Multiple visions of the future
What we
know
today
Uncertainevents
What we
know
today
Uncertainevents
What we
know
today
From rigid structures to… Agile Capabilities
Step 1 Step 2 Step 3 Step 4
This is all about …
HOW …
And limits your
“adapatability”
Define “what” you want to do
instead of “how” to do it
• Cooking
• Sleeping
• Washing
• Car storing
• Relaxing
• Working
• Cultivating vegetables
• ….
Capabilities …
Capabilities …
Capabilities …
• Recruitment
• Sales forecasting
• ICT service management
• Stock management
• Financial accounting
• ….
Capabilities …
Clearly defining “what” you
want to do increases the Agility
of the “how”
Agile strategy
Agile strategy
From solutions to…
From 1 vision of the future to…
From rigid structures to…
Problems and opportunities
Mul...
Kim Vrancken – Managing Partner
+32 473 80 00 65
kim.vrancken@b-adapted.be
B.Adapted N.V.
Gaston Crommenlaan 8, bus 5
9050...
BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy
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BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy

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Doing strategy the way we always did simply doesn’t work in a constantly changing world; Companies will have to do strategy in a different, more agile way. The 3 following mind shifts are fundamental in embracing a more agile strategy.

- From solutions to … problems and opportunities
- From 1 vision of the future to … multiple visions of the future
- From rigid structures to … agile capabilities

Publié dans : Business
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BA and Beyond 19 Sponsor spotlight - The Business Analysts - Why is agile making my strategy director crazy

  1. 1. New Trends
  2. 2. New Realities The trends of the “twenty-tens” are the new realities of the “twenty-twenties”
  3. 3. Digital
  4. 4. Mobility
  5. 5. (Post)Millennials
  6. 6. Energy
  7. 7. Climate
  8. 8. Customer
  9. 9. Our challenge Stay relevant in the exponentially changing world?!
  10. 10. The TREND line…
  11. 11. The TREND line…
  12. 12. Mission Vision Strategy Management model A Management model B …
  13. 13. Agile
  14. 14. Happiness & Frustration
  15. 15. Architecture Why How What Do It Value deliveryValue Creation
  16. 16. Architecture Why How What Do It Agile Value deliveryValue Creation
  17. 17. Architecture Why How What Do It AgileNot Agile Value deliveryValue Creation
  18. 18. The solution Strategy is DEAD…
  19. 19. The solution Yes indeed…
  20. 20. The solution …as far as we did it in the past
  21. 21. 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
  22. 22. From solutions to… Problems and opportunities
  23. 23. Abstract problem Concrete solution
  24. 24. Our current ICT is not suitable to support our ambitions
  25. 25. Our ICT will be a strategic enabler for our current and future ambitions
  26. 26. Within 8 months we will be recognized by our customers as their digital ICT partner
  27. 27. Within 1 month we will develop an app that allows every customer to purchase a product by our e-shop
  28. 28. 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?
  29. 29. 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
  30. 30. 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?
  31. 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
  32. 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. 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
  34. 34. From 1 vision of the future to… Multiple visions of the future
  35. 35. What we know today
  36. 36. Uncertainevents What we know today
  37. 37. Uncertainevents What we know today
  38. 38. From rigid structures to… Agile Capabilities
  39. 39. Step 1 Step 2 Step 3 Step 4
  40. 40. This is all about …
  41. 41. HOW …
  42. 42. And limits your “adapatability”
  43. 43. Define “what” you want to do instead of “how” to do it
  44. 44. • Cooking • Sleeping • Washing • Car storing • Relaxing • Working • Cultivating vegetables • …. Capabilities …
  45. 45. Capabilities …
  46. 46. Capabilities … • Recruitment • Sales forecasting • ICT service management • Stock management • Financial accounting • ….
  47. 47. Capabilities … Clearly defining “what” you want to do increases the Agility of the “how”
  48. 48. Agile strategy
  49. 49. 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
  50. 50. 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

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