By Soren Lyngso

Your strategic tasks are consistently lower than fireplace because of the evolving nature of markets, know-how, legislation, and executive. to make sure your approach succeeds, it needs to stay versatile whereas confronting those moving demanding situations. Agile technique administration: thoughts for non-stop Alignment and development explains find out how to do so flexibility through development agility into the initiation, improvement, implementation, Read more...

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Only when we visibly apply risk management and visibly control the direct outcome of our strategic initiatives from initiation to final implementation and governance can we talk about high quality of the strategy. , documented) been adjusted to what the stakeholders need and expect in the end. 3 Strategy Quality and Leadership I will not evaluate leadership on any scale because all leaders—as it also holds true for people in general—have their own style. Strategy Quality and Strategy Success • 33 There are, however, certain common characteristics of successful leaders, such as their ability to communicate with the purpose to: • • • • Listen Sell an idea Motivate others Navigate These communication capabilities allow leaders to drive strategies through to success, even though the final result is quite different from the one envisioned when the original objectives were set.

5 AGILE PRINCIPLES The agile principles of our methods framework ensure that the strategy stakeholders are happy all the time. Unfortunately, happiness is not the nature of Strategic Initiative stakeholders and especially not when corporate strategy and Information System implementation is concerned. Most often conflicts and disagreements between owners, operators, and unions about how to handle and manage the strategic initiative pave the way for mistrust and insecurity. There is a long history of failed strategies, missed opportunities, and Information Systems that never were delivered, disasters that unfortunately enough support the normal stakeholder suspicion and mistrust.

The best architectures, requirements, and designs emerge from selforganizing teams. The self-organizing does not ensure this situation, but the fact that teams have been put together in such a way that selforganizing is possible. We ensure that teams can: • Make decisions • Initiate work • Do the work • Evaluate the progress and the results This makes simulated Accept-Testing great fun because the delivered solutions do work, although they may be improved in a meaningful (Lean) way. At regular intervals, the teams evaluate how to become more effective, then tune and adjust their behavior accordingly.

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