{"id":30466,"date":"2023-09-26T10:22:40","date_gmt":"2023-09-26T09:22:40","guid":{"rendered":"http:\/\/www.turner.nl\/?p=30466"},"modified":"2024-08-06T12:08:06","modified_gmt":"2024-08-06T11:08:06","slug":"strategy-execution-in-an-agile-world-post-1","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/blog-en\/strategy-execution-in-an-agile-world-post-1\/","title":{"rendered":"Strategy Execution in an agile world Post 1"},"content":{"rendered":"\t\t
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Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Strategy Execution in an agile world.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Don\u2019t confuse an Agile organisation with an Agile method.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Two posts, two messages:
Post 1: <\/strong>Don\u2019t confuse an Agile organisation with an Agile method.<\/a>
<\/strong>Post 2: Hybrids: can Agile methods and other methods work together? A false dilemma.<\/a><\/strong><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Antal Ruiter<\/a>, director in the Financial Services Practice of Turner and Jacques Pijl<\/a>, owner at Turner Strategy = Execution.<\/p>

As consultants specialising in strategy execution, we often encounter confusion about agile terminology applied to large-scale change on the one hand, and as a framework for organisational models on the other. How do you approach large-scale change and transformation in agile organisations? Can different approaches work together? Why and how should one attempt to transform a traditional \u201cfactory-type\u201d organisation into an agile organisation?<\/p>

We thought it appropriate to set out our point of view and explain that using an agile methodology is not the same as organising yourself using an agile framework. We also want to demonstrate that, to execute a strategic agenda, practitioners should look beyond the limiting constraints of a particular methodology or framework, and aim to create lasting and meaningful change in organisations using a variety of methods at hand. Also, we want to explain why, when, and how organisations should attempt the fundamental transformation into an agile model.<\/p>

This is the first part of two posts. In this first post we shall first try and dispel confusions about the term<\/em> agile in relation to organisational models and frameworks such as the often referred to Spotify model. We shall then, in a second post, discuss how pragmatism should rule any strategy execution agenda, and how combinations of approaches, so called hybrid approaches, should be used when trying to change organisations.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Part I: Don\u2019t confuse an Agile organization with an Agile method.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Key take-aways:<\/b><\/p>