Telekom Agilista Barcamp 2024, April 2024.

1. Illustrated
Flow your strategy
April 24, 2024

3. Flight Levels

4. Flight Level 1
oper
a
tion
a
l level

5. Flight Level 2
coordin
a
tion level
Flight Level 1
oper
a
tion
a
l level

6. Flight Level 2
coordin
a
tion level
Flight Level 3
str
a
tegic level
Flight Level 1
oper
a
tion
a
l level

7. 5 activities
1. Visu
a
lise the situ
a
tion
2. Cre
a
te focus
3. Est
a
blish
a
gile inter
a
ctions
4. Me
a
sure progress
5. Implement improvements

8. Strategy de
f
initions
“Str
a
tegy is
a
bout m
a
king choices, tr
a
de-o
ff
s; it's
a
bout deliber
a
tely choosing to be di
ff
erent.”
Mich
a
el Porter, "Competitive Str
a
tegy: Techniques for An
a
lyzing Industries
a
nd Competitors" (1980)
“Str
a
tegy is
a
p
a
ttern in
a
stre
a
m of decisions.”
Henry Mintzberg, "The Rise
a
nd F
a
ll of Str
a
tegic Pl
a
nning" (1994)
“Str
a
tegy is the determin
a
tion of the b
a
sic long-term go
a
ls of
a
n enterprise,
a
nd the
a
doption of courses of
a
ction
a
nd the
a
lloc
a
tion of resources necess
a
ry for c
a
rrying out these go
a
ls.”
Alfred D. Ch
a
ndler, Jr., "Str
a
tegy
a
nd Structure: Ch
a
pters in the History of the Americ
a
n Enterprise" (1962)
“Str
a
tegy is the w
a
y in which
a
corpor
a
tion optimizes the
a
lloc
a
tion of its resources, given
a
p
a
rticul
a
r
environment, in order to
a
chieve its objectives.”
Kenichi Ohm
a
e, "The Mind of the Str
a
tegist" (1982)
“A str
a
tegy is
a
cohesive response to
a
n import
a
nt ch
a
llenge. Unlike
a
st
a
nd-
a
lone decision or
a
go
a
l,
a
str
a
tegy is
a
coherent set of
a
n
a
lyses, concepts, policies,
a
rguments,
a
nd
a
ctions th
a
t respond to
a
high-
st
a
kes ch
a
llenge.”
Rich
a
rd Rumelt, "Good Str
a
tegy B
a
d Str
a
tegy" (2011)

9. work on stu
f
work on stu
f
time
str
a
tegy is
a
nnounced
m
a
p
a
ll the stu
ff
to the str
a
tegy
in retrospect
str
a
tegy_ful
fi
lment.pptx
end of
ye
a
r

10. Alice asks, “Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat.
“I don’t much care where—” said Alice.
“Then it doesn’t matter which way you go,” said the Cat.
“—so long as I get somewhere,” Alice added as an explanation.
“Oh, you’re sure to do that,” said the Cat, “if you only walk long enough.”

11. Team story

12. Flight Level 3 = Strategy

13. Strategy != Flight Level 3

14. strategy pitfalls
• Not explicit (not form
a
lized/visu
a
lized)
• Not communic
a
ted
• Ch
a
nges too often/spont
a
neous (no coherence)

15. Visualization might be scary

16. Strategy and leadership

17. strategy execution
re
fi
ne str
a
tegy
de
fi
ne
work (
fl
ight items)
a
nd outcomes
me
a
sure
outcome
le
a
rn
long term
business go
a
ls

19. oper
a
tion
a
l work
st
a
rts here
(
a
lmost) no oper
a
tion
a
l work is done here
SHORT-TERM
MEASURABLE
OUTCOMES FLIGHT ITEMS
MID-TERM
MEASURABLE
OUTCOMES
LONG-TERM
BUSINESS
OUTCOMES

20. NOT
STARTED
IN FLIGHT DONE
SHORT-TERM
MEASURABLE
OUTCOMES FLIGHT ITEMS
MID-TERM
MEASURABLE
OUTCOMES
LONG-TERM
BUSINESS
OUTCOMES

21. A Flight Level 3 Board
NOT
STARTED
IN FLIGHT DONE
SHORT-TERM
MEASURABLE
OUTCOMES FLIGHT ITEMS
MID-TERM
MEASURABLE
OUTCOMES
BUSINESS
MODEL CANVAS

22. Optimizely

23. Optimizely

24. Case 1

25. Case 1
Customer
a
cquisition
Ide
a
s An
a
lysis ToDo In Process Done
Customer retention
Customer c
a
re
New m
a
rkets
Org tr
a
nsform
a
tion

26. Case 2

27. How to learn more
kirillklimov.com/wh
a
t-is-
f
light-levels/

28. To expose the hidden
f
law,
f
low your strategy to explore.

29. Thank you!
kirillklimov.com
linkedin.com/in/kirillklimov/
Questions ..?