Dynamic Strategy, Dynamic Structure
Dynamic Strategy, Dynamic StructureA Systematic Approach to Business ArchitectureDavid QuimbyInnovation namic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.1
Dynamic Strategy, Dynamic StructureA Systematic Approach to Business ArchitectureVolatile business environments require dynamicstrategyWhile conventional approaches to businessarchitecture tend to perpetuate a static mindset, thediscipline offers various leverage points for a moredynamic approachThis session will identify some leverage points, providesome design patterns for advancing the practice, andexpose some practical indications that thetransformation is already in motion“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.2
Business Architecture.“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.3
Meet "VUCA"VUCA“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.4
What is "VUCA"?VUCA“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.5
What is "VUCA"?VUCAVolatility“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.6
What is "VUCA"?VUCAVolatilityUncertainty“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.7
What is ic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.8
What is y“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.9
Is "VUCA" Increasing or guity“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.10
Strategy Has Met y“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.11
and It Has y“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.12
Is Architecture Aligned with Strategy?StrategyCapabilitiesOperating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.13
Is Architecture Aligned with Strategy?An organization’s strategy isoften either poorly articulatedor in a state of flux; it is morepractical to focus on theorganization’s capabilities andconstituent operating model.StrategyCapabilitiesOperating Model- Ross, Weill, and Robertson;Enterprise Architecture asStrategy (paraphrased)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.14
Is Architecture Aligned with Strategy?1. Poorly articulated?StrategyCapabilitiesOperating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.15
Is Architecture Aligned with Strategy?1. Poorly articulated?How can business architectureimprove articulation ofstrategy?“Dynamic Strategy, Dynamic Structure”StrategyCapabilitiesOperating Model 2018 Virtual Coast Associates, Inc.16
Is Architecture Aligned with Strategy?1. Poorly articulated?How can business architectureimprove articulation ofstrategy?StrategyCapabilitiesOperating ModelInstead of surrendering to poorarticulation?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.17
Is Architecture Aligned with Strategy?2. In a state of flux?StrategyCapabilitiesOperating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.18
Is Architecture Aligned with Strategy?2. In a state of flux?Is that "state of flux" anadaptation to "VUCA"?StrategyCapabilitiesOperating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.19
Is Architecture Aligned with Strategy?2. In a state of flux?StrategyIs that "state of flux" anadaptation to "VUCA"?CapabilitiesIs "VUCA" increasing ordecreasing?Operating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.20
Is Architecture Aligned with Strategy?2. In a state of flux?StrategyIs that "state of flux" anadaptation to "VUCA"?CapabilitiesIs "VUCA" increasing ordecreasing?Operating ModelHow is it "more practical" tofocus on capabilities.“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.21
Is Architecture Aligned with Strategy?2. In a state of flux?StrategyIs that "state of flux" anadaptation to "VUCA"?CapabilitiesIs "VUCA" increasing ordecreasing?Operating ModelHow is it "more practical" tofocus on capabilities. ifcapabilities are not alignedwith strategy.“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.22
Is Architecture Aligned with Strategy?2. In a state of flux?StrategyIs that "state of flux" anadaptation to "VUCA"?CapabilitiesIs "VUCA" increasing ordecreasing?Operating ModelHow is it "more practical" tofocus on capabilities. ifcapabilities are not alignedwith strategy. which isresponsive to "VUCA"?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.23
Four PossibilitiesCycle 1 / Previous Generationdynamicarchitecturestaticstrategy 1.0architecture 1.0staticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.24
Four PossibilitiesCycle 2 / Current Generationdynamicarchitecturestaticstrategy 1.0architecture 1.0strategy 2.0architecture 1.0staticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.25
Four PossibilitiesCycle 3 / Next Generation?dynamicstrategy 2.0architecture 2.0staticstrategy 2.0architecture 1.0architecturestaticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.26
A Different Route. Architectural Leadership?Cycle 1 / Previous Generationdynamicarchitecturestaticstrategy 1.0architecture 1.0staticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.27
A Different Route. Architectural Leadership?Cycle 2 / Current Generationdynamicstrategy 1.0architecture 2.0staticstrategy 1.0architecture 1.0architecturestaticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.28
A Different Route. Architectural Leadership?Cycle 3 / Next Generation?dynamicstrategy 1.0architecture 2.0strategy 2.0architecture ic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.29
A Proper AlignmentStrategy / Execution (S2E)aVUCAworld“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.30
A Proper AlignmentStrategy / Execution guity“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.31
A Proper AlignmentStrategy / Execution guity“Dynamic Strategy, Dynamic Structure”dynamic /responsive /adaptivestrategytransient advantage vs.sustainable advantageRita McGrath vs.Michael Porter 2018 Virtual Coast Associates, Inc.32
A Proper AlignmentStrategy / Execution guity“Dynamic Strategy, Dynamic Structure”dynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutiontransient advantage vs.sustainable advantagedynamic capabilities vs.static capabilitiesRita McGrath vs.Michael PorterDavid Teece 2018 Virtual Coast Associates, Inc.33
A Proper AlignmentStrategy / Execution guity“Dynamic Strategy, Dynamic Structure”dynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutiontransient advantage vs.sustainable advantagedynamic capabilities vs.static capabilitiesRita McGrath vs.Michael PorterDavid Teece 2018 Virtual Coast Associates, Inc.34
A Proper AlignmentStrategy / Execution (S2E)aVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.35
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionbusinessarchitecturestrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.36
How to Bridge the Gap Between 1.0 and 2.0?Cycle 3 / Next Generationdynamicstrategy 2.0architecture 2.0staticstrategy 2.0architecture 1.0architecturestaticdynamicstrategy“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.37
Some Leverage PointsBIZBOKA Guide to the Business Architecture Body of Knowledge (BIZBOK Guide)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.38
Some Leverage PointsBIZBOKcapabilitymappingA Guide to the Business Architecture Body of Knowledge (BIZBOK Guide)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.39
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.40
Some Leverage PointsEnterprise ArchitectureStrategyCapabilitiesOperating Model“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.41
Some Leverage PointsEnterprise ArchitectureStrategyCapabilitiesOperating Modelcapabilitymapping“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.42
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.43
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilitiesaccording to ThomsonScientific: one of the 10most-cited scholars inbusiness and economicsduring 1997 - 2007the ability to integrate,build, and re-configureinternal and externalcompetencies in responseto rapidly changingenvironments“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.44
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilitiesaccording to ScienceWatch: the most citedpaper in business andeconomics globally during1995 - 2005the notion of dynamic capabilities transcends reference to competenceand routinesit includes the organization's ability to adapt established resourcesand routines in response to environmental change“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.45
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilitiesthe theory of “dynamic capabilities” explains how organizations fulfilltwo seemingly contradictory imperatives:- they must be both stable enough to continue to deliver value in theirown distinctive way- and resilient / adaptive enough to shift rapidly when circumstancesdemand it“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.46
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilitieshightheambidextrousorganizationvolume /not sustainablescalabilitylowvariety /not sustainablelowhighagility“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.47
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilitiesthe dynamic capabilities framework analyzes thesources and methods of wealth creation andcapture by organizations operating inenvironments of rapid technological changeidentifying new opportunities and organizingeffectively and efficiently to embrace them aregenerally more fundamental to wealth creationthan strategizing (engaging in business conductthat raises competitors' costs and excludes newentrants)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.48
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilities“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.49
Some Leverage PointsCapability MappingDynamic Capabilities vs. Static Capabilities“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.50
Some Leverage PointsCapability biguity“Dynamic Strategy, Dynamic Structure”dynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutiontransient advantage vs.sustainable advantagedynamic capabilities vs.static capabilitiesRita McGrath vs.Michael PorterDavid Teece 2018 Virtual Coast Associates, Inc.51
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.52
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.53
Some Leverage PointsNext-GenerationStrategic Integration(NGSI)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.54
Some Leverage PointscapabilitymappingNext-GenerationStrategic Integration(NGSI)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.55
Some Leverage erationStrategic Integration(NGSI)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.56
Some Leverage erationStrategic Integration(NGSI)“Dynamic Strategy, Dynamic Structure”S2E cycle 2018 Virtual Coast Associates, Inc.57
Some Leverage erationStrategic Integration(NGSI)S2E cycleS2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.58
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cycleNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.59
Some Leverage PointsThe S2E Cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.60
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequency“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.61
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencysoftware engineering as a "design pattern" for S2E“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.62
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyagiledevelopmentthe evolution of software engineering“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.63
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycontinuousintegrationagiledevelopmentthe evolution of software engineering“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.64
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low psthe evolution of software engineering“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.65
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low pswhat is the difference between these transitions?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.66
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low psfrequency“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.67
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low psfrequency and functional integration“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.68
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low pswhat happens as frequency increases?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.69
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycycle overhead moves in two directions“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.70
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyinternal as cycle payload and external as waste“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.71
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencywaste is decreased and payload is increased“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.72
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycycle overhead is decreased“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.73
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycycle overhead is the barrier to increasing frequency“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.74
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyas frequency increases, overhead decreases“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.75
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyenabling further increase in frequency“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.76
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencytrending toward a continuous mode of execution“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.77
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencywe might call this phenomenon the "flywheel" effect“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.78
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencywhat is the difference between these cycles?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.79
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyboth cycles are systems“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.80
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyboth cycles behave (or should behave) systematically“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.81
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycan the S2E cycle benefit from the "flywheel" effect?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.82
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycan the S2E cycle operate nearly continuously?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.83
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencyis organizational agility a "different kind" of agility?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.84
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequencycan strategy / execution be integrated like DevOps?“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.85
Some Leverage PointsThe Fallacy of Level / Frequencyhighcyclefrequencylowstrategic 1.0lowhighorganizationallevel“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.86
Some Leverage PointsThe Fallacy of Level / Frequencyhightacticalcyclefrequencylowstrategic 1.0lowhighorganizationallevel“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.87
Some Leverage PointsThe Fallacy of Level / Frequencyhightacticalstrategic 2.0cyclefrequencylowstrategic 1.0lowhighorganizationallevel“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.88
Some Leverage PointsThe S2E CycleHigh Frequency vs. Low Frequency“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.89
A Proper AlignmentBusiness Architecture as S2E DriveraVUCAworlddynamic /responsive /adaptivestrategydynamic /responsive /adaptiveexecutionstrategy / execution(s2e / strategic integration)“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.90
Some Leverage PointsThe S2E CycleScaled Agile FrameworkSAFe promotes alignment, collaboration, anddelivery across large numbers of agile teamsit seeks to address the problems encounteredwhen scaling beyond a single teamat the scale of many tens or hundreds ofdevelopment teams, self-organizing teamsbecomes increasingly chaotic with SAFeSAFe puts constraints on team autonomy toenable teams that are working on the sameproduct to synchronize their deliverables“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.91
Some Leverage PointsThe S2E CycleScaled Agile FrameworkSAFe promotes alignment, collaboration, anddelivery across large numbers of agile teamsit seeks to address the problems encounteredwhen scaling beyond a single teamat the scale of many tens or hundreds ofdevelopment teams, self-organizing teamsbecomes increasingly chaotic with SAFeSAFe puts constraints on team autonomy toenable teams that are working on the sameproduct to synchronize their deliverables“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.92
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cycleNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.93
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cycleNext-GenerationStrategic Integration(NGSI)scaledagileframeworkS2E cycleS2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.94
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cycleNext-GenerationStrategic Integration(NGSI)scaledagileframeworkS2E cyclevertical /"up"S2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.95
Some Leverage PointsThe S2E CycleOrganizational Agilityas the pace and complexity of change in the marketplace required the wholeorganization to become more nimble and innovative, “agile softwaredevelopment” began morphing into “organizational agility"as large organizations like Apple, Amazon, Facebook, Google, andMicrosoft have mastered agile management practices, they have becomethe most valuable and fastest growing entities on the planet“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.96
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cycleNext-GenerationStrategic Integration(NGSI)scaledagileframeworkS2E cyclevertical /"up"S2E cycle“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.97
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cyclevertical /"up"S2E cycleorganizationalagility“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.98
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cyclevertical /"up"S2E cyclehorizontal“Dynamic Strategy, Dynamic Structure”organizationalagility 2018 Virtual Coast Associates, Inc.99
Some Leverage PointsThe S2E CycleDesign Thinkingdesign thinking is starting to power corporate strategyexecutives are using this approach to devise strategy and manage changethe emphasis on design clearly is moving to the C-suite, and more and moreorganizations are creating a chief design officer rolethrough iterative interaction with the decision maker, a proposed directiongradually wins commitment throughout the process of its creation.“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.100
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cyclevertical /"up"S2E cyclehorizontal“Dynamic Strategy, Dynamic Structure”organizationalagility 2018 Virtual Coast Associates, Inc.101
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclehorizontal“Dynamic Strategy, Dynamic Structure”vertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.102
Systematic Innovation"deriving" nextgeneration strategicintegration withsystematic innovation"predicting" leverage points / endpointshypothesis testingexperimental designtechnological forecasting“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.103
Some Leverage PointsThe S2E CycleContinuous Accountingcontinuous accounting is an approach to managing the accountingcycle that aims to achieve a more strategic finance and accountingfunction by resolving tactical issuesit optimizes the accounting calendar by distributing workloads evenlyover the accounting period to eliminate bottlenecks, optimize thesequence of accounting tasks, and allow processing of transactionsas they occur“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.104
Some Leverage PointsThe S2E CycleContinuous Accountingcontinuous accounting embeds control and period-end tasks withindaily activities, allowing alignment of the accounting schedule withthe rest of businessit shortens the close, smooths end-of-period spikes, and converts thevisibility of financial results that are traditionally reserved for the closeprocess into a real-time picture at any point in the accountingperiodfinance is shifting fromtraditional, rigid, and manualaccounting processes tomore automated, moreflexible, and more agileoperations“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.105
Some Leverage PointsThe S2E CycleContinuous modediscretetechnicalnon-technicalfunctional type“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.106
Some Leverage PointsThe S2E CycleContinuous modediscreteaccounting /finance 1.0technicalnon-technicalfunctional type“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.107
Some Leverage PointsThe S2E CycleContinuous Accountingcontinuoussoftwareengineeringaccounting /finance 2.0operationalmodediscreteaccounting /finance 1.0technicalnon-technicalfunctional type“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.108
Some Leverage PointsThe S2E CycleContinuous lmodediscrete?technicalnon-technicalfunctional type“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.109
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclehorizontal“Dynamic Strategy, Dynamic Structure”vertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.110
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclecontinuousaccounting“Dynamic Strategy, Dynamic Structure”horizontalvertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.111
Some Leverage PointsThe S2E CycleStrategy FormationStrategic planning is nolonger an exercise for justsenior management -- it isa participatory activityHueLife uses “Technology of Participation"(ToP) for a variety of settings, fromcommunity-wide strategic planning toplanning for mergers to planning for ventureformation to conventional strategic planningMost organizationsrecognize the importanceof engaging multipleperspectives in theprocess of strategyformation -- especially if itrequires performanceimprovement and culturechange“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.112
Some Leverage PointsThe S2E CycleStrategy FormationThe facilitators will share realapplications to reveal whatworks when engaging wholesystems in strategicthinking and planning effortsThe Baldrige “Criteria for PerformanceExcellence" indicate that effectivelydeveloping and implementing strategyaligns organizational processes andleverages core competenciesParticipants will practice thestrategic planning tools,enabling assimilation in theirorganizations andcommunitiesStrategic planning is criticalfor the success of anyorganization or community“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.113
Some Leverage PointsdynamiccapabilitiescapabilitymappingS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclecontinuousaccounting“Dynamic Strategy, Dynamic Structure”horizontalvertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.114
Some Leverage formationS2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclecontinuousaccounting“Dynamic Strategy, Dynamic Structure”horizontalvertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.115
Some Leverage formationvertical /"down"S2E cyclescaledagileframeworkNext-GenerationStrategic Integration(NGSI)S2E cycleS2E cyclecontinuousaccounting“Dynamic Strategy, Dynamic Structure”horizontalvertical /"up"designthinkingorganizationalagility 2018 Virtual Coast Associates, Inc.116
Some Leverage PointsS2E cyclevertical /"up"“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associates, Inc.117
Some Leverage PointsS2E cyclevertical /"up"scaledagileframework“Dynamic Strategy, Dynamic Structure” 2018 Virtual Coast Associa
Dec 06, 2018 · Dynamic Strategy, Dynamic Structure A Systematic Approach to Business Architecture “Dynamic Strategy, . Michael Porter dynamic capabilities vs. static capabilities David Teece “Dynamic Strategy, Dynamic Structure .
Unit-V Generic competitive strategy:- Generic vs. competitive strategy, the five generic competitive strategy, competitive marketing strategy option, offensive vs. defensive strategy, Corporate strategy:- Concept of corporate strategy , offensive strategy, defensive strategy, scope and significance of corporate strategy
1.2.2 The purpose of strategy-, mission, vision, values and objectives 7 1.2.3 Strategy statements 8 1.2.4 Levels of strategy 10 1.3 The Exploring Strategy Framework 11 1.3.1 Strategie position 12 1.3.2 Strategie choices 13 1.3.3 Strategy in action 14 1.4 Working with strategy 16 1.5 Studying strategy
Best Strategy for Trading Penny Stock Alerts 68 Strategy #7. Best Strategy for Trading The Penny Stock Pump & Dump 76 Strategy #8. Best Time to Buy or Sell a Penny Stock 82 Strategy #9. Best Strategy for Making Profits With .0001 Penny Stocks 87 Strategy #10. Best Penny Stock Exit Strategy for Maximum Risk Reduction 91 i. Introduction ii.
b) Pull strategy c) Blocking strategy d) Integrated strategy 30. Which of the following strategies is usually followed by B2B companies wit h respect to promotion strategy? a) Push strategy b) Pull strategy c) Blocking strategy d) Integrated strategy 31. Marketing management must make four important deci sions when developing an
Good Strategy Good Strategy Execution Good Management 17 Illustration Capsules 1.1. Starbucks' Strategy in the Specialty Coffee Industry 8 1.2. Microsoft and Red Hat: Two Contrasting Business Models 16 2. Leading the Process of Crafting and Executing Strategy 22 What Does the Strategy-Making, Strategy-Executing Process Entail? 24
strategy, strategy at the highest levels of the nation-state. It is applicable to grand strategy, national security strategy, national military strategy, and regional or theater strategy. The monograph does not propose a strategy for the United States; rather, it provides a framework for considering
Porter's contribution to dynamic strategy frameworks 93 competitive position of the firm. The dynamic approach deals with the dynamic process by which firms create and attain competitive positions. This approach focuses on the dynamic version of the basic question in strategy
inquiry-based instruction supported 5E learning cycle . In the instruction based on 5E learning cycle method, teaching and learning activities and lesson plans were designed to maximize students active involvement in the learning process. The topics included in the lesson plans were about the three units of fifth-grade sciences book; they included: hidden strangles (microbes, viruses, diseases .
