strategic agility tan sri datuk dr rafiah salim director, nam institute for the empowerment of women...
Post on 14-Dec-2015
215 Views
Preview:
TRANSCRIPT
StrategicAgility
Tan Sri Datuk Dr Rafiah Salim
Director, NAM Institute for the Empowerment of Women
Ministry of Women, Family and Community Development
Strategic Agility
Strategic agility is the ability to think and act differently
Strategic agility is the ability to react quickly to changes in the external environment, or marketplace/situations in order to avoid disruptive and competitive threat.
Key Enabling Capabilities of Strategic Agility
Strategic sensitivity : both the sharpness of perception and the intensity of awareness and attention
Leadership unity : the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top.
Resource movement : the internal capability to reconfigure business systems and redeploy resources rapidly,
Key enablers for Strategic agility
Strategic Sensitivity• Clear strategy process• Strategic
alertness/sharpness• Internal dialogue/buy-in
Resource Mobilisation• Dynamic resource
allocation• Mobilising people• Modular structure and
processes
Leadership Unity• Mutual benefit and
dependency• Working together as a
team• Adaptive leadership style
Strategic Sensitivity
Superior information, strong insight and good judgment Active and purposeful dialogue with key stakeholders
The more open, the more breakthrough ideas and well informed judgments
People of different sensitivities, areas of expertise, cultural origins, age, gender and types of intelligence need to be brought together in a structured purposeful dialogue
Expressing difference or dissent in a corporate hierarchy is difficult yet essential to strategic sensitivity
Leadership Unity
Organizational interdependency allows for a shared Strategic agenda
All top members become deeply dependent on each other. They become interdependent contributors to an integrated corporate strategy
Senior executives need to become comfortable with direct informal dialogue. Taking time to share each other’s personal values and drivers strengthens the basis for dialogue
Need for adaptive leadership – work of energizing, empowering and enabling teams to rapidly deliver value in a continually changing environment
In situations of transformation or change, leaders should provide a foundation for collective work
Resource Mobilisation
The ability to rapidly deploy resources in a fast-developing strategic situation is critical
Need to decouple strategic business units from operating business units
A need to quickly mobilise people and not be hindered by bureaucracy
Need to move individuals out of comfort zones
Modularise the processes and structure
The Results Achieved
Simplified Internal Processes for speed and efficiency
Removal of 50% redundant Rules and Procedures and automated processes
Used Technology for Productivity
Promote electronic documents and Illegalized hard copies
Consistent Best Practices Across UN Offices
Standardization of rules across the Globe
Improved HR Recruitment Process
Reduced recruitment from 1 year to 3 months
System is used till today
Introduced competency model
Training based on the model to ensure standards
Learnings
Could not totally empower the manager
UN over audited over sighted – people are scared to make mistakes
Needed longer time to change the culture
Gender parity – policies and implementation done well, nevertheless there was an increment but not 50%
Goal unrealistic, no talent pool to support
Awareness of the importance of gender diversity
Thinking strategically, acting fast and driving change
What it took to make things happen:
Being sensitive and understanding the impact of change
Collective Commitment and Discipline in: Working of a top team Courageous leader
Building organizational infrastructure (people, structure and processes) that can be reconfigured fast
Embarking on the next Strategic Challenge!
Today my Agency under the Ministry of Women has been given the responsibility to drive the gender diversity agenda on boards of public listed companies:
30% women representation on boards and decision making positions of Malaysian public listed companies
Achieve target by 2016
Sir Winston Churchill 1874-1965, English statesman
However beautiful the strategy, you should occasionally look at the results.
top related