Strategy Agility

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Strategic Agility and Resilience
Graduateship of Society of Business Practitioners (GSBP) programme Name: Clarence Ong (86596)

Table of Contents
I. II. III. IV. V. VI. VII. VIII. Definition of agility and principles of strategic agility ............................................................... 2 Executive Summary ........................................................................................................................ 3 Introduction .................................................................................................................................... 3 Response able system principle analysis .................................................................................... 4 Resource Base View (RBV) Strategy ............................................................................................. 6 Contrast and Confrontation approach ........................................................................................ 7 Leadership traits in approaching the human elements of the agility ..................................... 8 Conclusion ..................................................................................................................................... 10

Reference: ................................................................................................................................. 11 Appendix A ................................................................................................................................ 11

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I.

Definition of agility and principles of strategic agility

Agility means the ability to respond quickly and effectively to an adaptive challenge. Agility is an organization‟s latent mobilizing capacity when it begins the change process. Agility is the first energy source that it represents a resource on hand. It‟s the stored energy that exists within the organization. The principles of personal strategic agility are Intellectual Agility, Emotional Agility and Physical Agility as below.  Intellectual Agility is for leaders to have special skill set on critical and analytical thinking skill, bold to confront reality and possesses in depth and insightful of knowledge to lead the changes. Constantly evaluate competitiveness and naturally develop a set of instincts about when to pursue change based on opportunity or threat. Emotional Agility is for leaders to have emotional agility is to understand, accept, and commit to the dual nature of leadership, simultaneously preserve and disturb the status quo. Ambidexterity skill with strong sense of crisis and sensitive to the environment. Ability to perform the operational work and at the same time perform the change work to prepare for future strategy. Physical Agility is for the average leaders has more change initiatives that he or she is responsible to led than in the past because of the shortened shelf life of competitive advantage.





Organization strategic Agility is ongoing capability for real-time strategic sensitivity, quick collective commitments, and fast and strong resource redeployment. Three essential components of strategic agility they will need in order to gain and maintain continued growth:    Strategic Sensitivity - The sharpness of perception and the intensity of awareness and attention. Resource Fluidity - The internal capability to reconfigure business systems and redeploy resources rapidly. Collective Commitment - The ability of the top team to make bold decisions, fast, without being bogged in “win-lose” politics at the top.

Appendix A represent the essential need of company react fast in the complex change in order to stay competitive advantages by strategy agility. 2

II.

Executive Summary

Dell has continued to raise its standards of excellence with core competency of being direct business model through excellent supply chain execution. However, Dell is facing the competitive discontinuity since 2008 when the PC...
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