Agile Strategy 101
Published on Nov 22, 2015
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PRESENTATION OUTLINE
Agile Strategy
How to be nimble
This deck is meant to be a strategic, dialogue assessment of how our a strategy team functions under both normal, every-day and unexpected pressure with clients—and can help the management team hone in on the most important issues to address, whatever the client need. Done well, weak spots are identified, laggard practices are gleaned and success not guaranteed, but earned. Strategy becomes more effective only when it’s understood as an agile imperative, not verbiage
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“The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong questions.” - Peter Drucker
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What is your client’s primary and foregoing concern?
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What core values does the client/brand prioritize internally with its shareholders, employees, and externally with its customers?
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Is there a prevailing strategy you have seen so far?
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If so, have they identified strategic goals and boundaries for yourself and them?
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What critical performance variables are they tracking?
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How open is the client to risk, to change on a scale of 1-10?
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How are you generating creative or strategic tension?
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How committed is the client to working directly with you ?
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What strategic uncertainties keep the client awake at night?
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~ Please make a note of the following Confidentiality Notice~
The contents of this document and any files and/or attachments transmitted with it are CONFIDENTIAL and are the sole property of Quodfatum, Inc. This document contains legally privileged information and may not be copied or distributed to anyone without authorization from the originator. It is strictly prohibited for individuals or entities to take any action based on upon information contained in this document. Bigthinker.com Quodfatum, Inc. 2015
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