Abstract: During Agile transformations teams are often told to become adaptive and flexible - all within a clearly defined, rigid five (or more) year strategy that severely inhibits true agility. Some companies are aware of this problem. As a solution they don’t engage in any kind of strategic planning whatsoever. Unfortunately, they often discover that without any direction every decision can be passed off as the right one and confusion reigns.
What’s usually lacking is an agile approach to strategy on an enterprise level. One that takes the reality of dynamic markets and an uncertain future into account and creates an environment for development teams to actually be agile in. At the same time it needs to provide enough guidance and clarity for everybody to make great decisions for the company as a whole.
Join this session to learn a different approach to strategy-making that is based on the use of several Liberating Structures. It’s an approach that walks the fine line between rigidity and planlessness. One that includes more people than just the top executives in the creation of strategy. One that seamlessly takes everybody from broad exploration to direct action. A Liberated Strategy.
Learning Outcomes: - Develop a strategic narrative along six core questions while including more people than ever before
- Plan for uncertain futures and align your product portfolio accordingly
- Seamlessly go from sensemaking and planning straight to action
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