Many organizations have embraced Agile management on the assumption that if they upgrade existing products and services through cost reductions, time savings or quality enhancements for existing customers (i.e. operational Agility), they will realize financial gains. Owing to increased competitive pressures, this assumption often proves incorrect and consequently top management support for Agile often flags. It turns out that major financial gains are more likely to come from strategic Agility, i.e. generating innovations that create entirely new markets and that turn non-customers into customers. Strategic Agility is the next frontier of Agile management. Instead of being slightly better than everybody else in a crowded and established field, a firm practicing Strategic Agility creates new markets and dominates them. The profit margins are bigger, and the value to society is often larger.
The session will describe what’s involved in achieving Strategic Agility, including a playbook for systematically generating market-creating innovations and the necessary shift in culture that is required.
