Titlebook: Agile Strategy Management in the Digital Age; How Dynamic Balanced David Wiraeus,James Creelman Book 2019 The Editor(s) (if applicable) and

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Driving Rapid Enterprise Alignment,s is much more than speeding up the historically slow crafting of strategic plans and top-level Balanced Scorecard systems. A much stronger and agile linkage between planning and execution is required, as is a more systematic strategic learning and action mechanism. We discuss these requirements wit

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Aligning the Financial and Operational Drivers of Strategic Success, itself—it is simply the plan. Implementing strategy is through the delivery of the chosen initiatives, (covered in the next chapter) as well as through strategically aligned process improvements (which we deal with in this chapter). To identify process improvements, we must first align operations t

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Unleashing the Power of Analytics for Strategic Learning and Adapting,the understanding of the causal relationships between the objectives. Hitherto, causality was suggested through placing “arrows,” on the map, but with little (mostly zero) testing of those assumptions (Fig. 9.1).

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How to Ensure a Strategy-Aligned Leadership,ese are inextricably linked. The “shadow” the leader casts is long and powerful. Direct reports do what they know the leader wants, which is not necessarily the same as s/he says. This might not be found in corporate value statements, which we discuss in detail in the next chapter. We start with lea

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