Strategic Agility: using Agile teams to explore opportunities for market-creating innovation

2017 ◽  
Vol 45 (3) ◽  
pp. 3-9
Author(s):  
Stephen Denning
Keyword(s):  
Strategic Management ◽  
Customer Value ◽  
Design Methodology ◽  
Marketing Concept ◽  
Management Tools ◽  
Content Type ◽  
Management Concepts ◽  
Strategic Agility ◽  
Agile Teams ◽  
Practical Implications

Purpose Describes how Agile teams can use strategic management tools and processes to discover market-creating innovations. Design/methodology/approach The related article “The next frontier for Agile: strategic management” in the previous issue of Strategy & Leadership explored the theory and possibilities of enterprise-wide Strategic Agility, a combination of Agile mindset and processes with strategic management theory to produce continuous market-creating innovation. This second installment offers insights from noted practitioners about implementing it. Findings The strategic concepts of Kim & Mauborgne’s Blue Ocean Strategy, Clayton Christensen’s Job to Be Done theory and Curt Carlson’s SRI Playbook – Need, Approach, Benefits per costs and Competition (NABC) can be adopted by Agile teams seeking innovations that create new customer value. Practical implications Identifying a well-defined Job to Be Done produces the start of an innovation blueprint which is unlike the traditional marketing concept of “needs” because of the much higher degree of specificity required to identify precisely what problem your potential solution would address. Originality/value Using strategic management concepts, Agile teams can redefine how needs are being met and in the process, discover value for customers from offering something or doing something that the company or the industry currently doesn’t provide.

The next frontier for Agile: strategic management

2017 ◽  
Vol 45 (2) ◽  
pp. 12-18 ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Strategic Management ◽  
Design Methodology ◽  
Unmet Needs ◽  
Market Making ◽  
Content Type ◽  
Financial Benefits ◽  
Management Concepts ◽  
Agile Approach ◽  
Strategic Agility ◽  
Practical Implications

Purpose While some large organizations are preoccupied with mastering operational Agility as a way to upgrade existing products and services, they and the wider management community need to realize that the main financial benefits from Agile management will flow from the next frontier: achieving Strategic Agility, a market-making approach to innovation. Design/methodology/approach The author proposes that firms adopt Agile management as a way to promote market-creating innovations through a process of imagining and delivering something that unexpectedly delights whole new groups of customers, once they realize the possibilities. Findings The potential of the Agile approach to innovation is that it can revitalize mature companies by discovering new customer experiences and create products and services that fulfill unmet needs. Practical implications This article shows how Agile management and strategic management concepts like “Jobs to be done” theory and “Blue Ocean” strategy can merge to promote market-creating innovation. Originality/value Given that industry borders are dissolving and competition is more dynamic than ever, the need for Strategic Agility – speedy, customer focused innovation that aims to make markets–is becoming increasingly obvious. This confluence of Agile and strategic management is a new and exciting approach to innovation.

scholarly journals Strategies for transcending the chaos of societal disruptions

2020 ◽  
Vol 17 (1/2) ◽  
pp. 5-14
Author(s):  
John C. Camillus ◽  
Jeffrey E. Baker ◽  
Anushka I. Daunt ◽  
Jungyoon Jang
Keyword(s):  
Strategic Management ◽  
Design Methodology ◽  
Management Practice ◽  
Social Implications ◽  
Societal Change ◽  
Content Type ◽  
Real Options Approach ◽  
Management Processes ◽  
The Social ◽  
Practical Implications

Purpose This study aims to offer a strategic management response to societal disruptions of the magnitude triggered by the agricultural, industrial and information revolutions. These pose challenges that are much greater and different in kind than the industry-wide disruptions that businesses have learned to manage. Pandemics, climate change, biotech and artificial intelligence guarantee that such societal disruptions will be an inescapable and recurring reality. Design/methodology/approach The paper builds on the strategic management responses to wicked problems, which possess in microcosm the chaotic ambiguity that characterizes societal disruptions. Findings The authors propose a management process that affirms a sense of identity, identifies robust actions, adopts a real-options approach and uses a platform organization. Research limitations/implications The primary limitation is that the recommendations and findings are extrapolations of organizational practices in analogous situations. No examples of formal management processes specifically designed to address societal disruptions were identified. Practical implications The practical implications are significant. The specific recommendations in the paper directly address strategic management practice in organizations. Social implications The social implications are integral to the motivation of the paper as it describes the intrinsic characteristics of societal change and transformation, enabling organizations to interact with society on a dynamic basis. Originality/value While there has been growing interest and research into business and industry disruptions, the challenge of societal disruptions, which is the focus of this paper, has not been directly addressed.

How can European museums reach sustainability?

2017 ◽  
Vol 72 (3) ◽  
pp. 303-318 ◽  
Author(s):  
Nuria Recuero Virto ◽  
Maria Francisca Blasco López ◽  
Sonia San-Martín
Keyword(s):  
Market Orientation ◽  
Customer Value ◽  
Design Methodology ◽  
Marketing Strategies ◽  
Value For Money ◽  
Content Type ◽  
Value Perceptions ◽  
Decision Making Processes ◽  
The Impact ◽  
Practical Implications

Purpose This research aims to provide evidence of the impacts of market orientation, customer value approach (through prestige, value for money and reputation for quality) and innovation on museum sustainability. Design/methodology/approach The model is analysed through partial least squares (PLS-SEM), using a sample of 549 European museums. Findings The results reveal that reputation for quality, prestige, innovation and value for money positively and significantly influence museum sustainability. Interestingly, the most meaningful linkage is between market orientation and innovation. Practical implications This research helps museums that need to increase their customer value and innovativeness so as to ensure museum sustainability. It proves that museum managers have to increase employees’ involvement in decision-making processes. Originality/value By using a wide sample of European museums, this study suggests that museum managers need to consider the impact of marketing strategies and customer value perceptions on the economic and social sustainability of museums.

Customer dominant value formation in service

2013 ◽  
Vol 25 (2) ◽  
pp. 104-123 ◽  
Author(s):  
Kristina Heinonen ◽  
Tore Strandvik ◽  
Päivi Voima
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Conceptual Analysis ◽  
Future Research ◽  
Service Strategy ◽  
Content Type ◽  
Practical Implications ◽  
Contextual Reality

PurposeThe purpose of this paper is to extend current discussions of value creation and propose a customer dominant value perspective. The point of origin in a customer‐dominant marketing logic (C‐D logic) is the customer, rather than the service provider, interaction or the system. The focus is shifted from the company's service processes involving the customer, to the customer's multi‐contextual value formation, involving the company.Design/methodology/approachValue formation is contrasted to earlier views on the company's role in value creation in a conceptual analysis focusing on five central aspects. Implications of the proposed characteristics of value formation compared to earlier approaches are put forward.FindingsThe paper highlights earlier hidden aspects on the role of a service for the customer. It is proposed that value is not always an active process of creation; instead, value is embedded and formed in the highly dynamic and multi‐contextual reality and life of the customer. This leads to a need to look beyond the line of visibility focused on visible customer‐company interactions, to the invisible and mental life of the customer. From this follows a need to extend the temporal scope, from exchange and use even further to accumulated experiences in the customer's life and ecosystem.Research limitations/implicationsThis paper is conceptual. It discusses and presents a customer‐dominant value perspective and suggests implications for empirical research and practice.Practical implicationsAwareness of the mechanism of the customer value formation process provides companies with new insight on the service strategy, service design and new service innovations.Originality/valueThe paper contributes by extending the value construct through a new customer dominant value perspective, recognizing value as multi‐contextual and dynamic based on customers' life and ecosystem. The findings mark out new avenues for future research.

What’s this science ever done for us?

2016 ◽  
Vol 32 (8) ◽  
pp. 18-20
Keyword(s):  
Strategic Management ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Science Culture ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The benefits and shortcomings of classical science in strategic management are explored and presented. Furthermore, the convoluted implicit relationship between strategic management and science is shown to be changing but persisting, as to face some of the challenges of the classical science culture of strategic management. A complexity culture, also inspired partially on science, seems to be developing in strategic management. Complexity seems to be emerging as an alternative, which might allow strategic management to solve some of its current dilemmas and, thus, change its implicit relationship with science. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Quality management in the global brewing industry

2015 ◽  
Vol 32 (1) ◽  
pp. 42-52 ◽  
Author(s):  
Charisis G. Vrellas ◽  
George Tsiotras
Keyword(s):  
Quality Management ◽  
Best Practices ◽  
Design Methodology ◽  
Future Research ◽  
Brewing Industry ◽  
Management Tools ◽  
Content Type ◽  
The World ◽  
Quality Tools ◽  
Practical Implications

Purpose – The purpose of this paper is to stimulate interest in the use of quality management methods and tools and to provide a basis and direction for further improvement in the global brewing industry. Design/methodology/approach – The methodology that is followed in the paper is based on the study of quality management tools and best practices in global brewing companies. Findings – From all evidence found by this research, the conclusion is that quality management can dramatically improve certain operations and reduce cost or increase profit as well. All of the global brewing companies examined in this paper have their quality policies and each one of them uses what fits best to its business profile. Research limitations/implications – This study refers to some of the largest brewing companies in the world. Future research could be addressed toward the analysis of other smaller brewing companies, which are characterized by the concepts of quality management. Practical implications – The analysis of quality management in the global brewing industry may cause the interest of other brewing companies and other stakeholders affected by this industry. Quality tools can be very useful for dealing with problems and improving procedures in a brewery. Furthermore, the extension of this work with detailed references to these tools could produce a quality guide for brewing companies. Originality/value – The value of this paper lies in the identification and presentation of tools and quality policies which have been successfully developed by global brewing companies and may as well be implemented by others.

scholarly journals Is innovation the future of quality management?

2017 ◽  
Vol 9 (3/4) ◽  
pp. 232-240 ◽  
Author(s):  
Johan Lilja ◽  
David Hansen ◽  
Johan Fredrikson ◽  
Daniel Richardsson
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Design Methodology ◽  
Innovation Management ◽  
Total Quality ◽  
Content Type ◽  
Management Concepts ◽  
Literature Reviews ◽  
Operational Excellence ◽  
Practical Implications

Purpose Upcoming as well as mature industries are facing pressure as regards successfully managing operational excellence, and, at the same time, driving and managing innovation. Quality management concepts and practices’ ability to tackle this challenge have been questioned. It has even been suggested that there is a need to provide and promote an updated/changed, and even re-branded, version of Total Quality Management, merging quality management (QM) and innovation management (IM). Can such a shift then actually be spotted? The purpose of this paper is to explore and see if there are any signs suggesting that QM and IM actually are about to merge. Design/methodology/approach The study is based on literature reviews, document studies and interviews. Findings The paper highlights three signs indicating that QM and IM indeed are approaching each other, and that it is a movement driven from both sectors, e.g., in the work with new ISO-standards and the Toyota Kata framework. Originality/value The indicated development has fundamental and extensive practical implications. It will for example have to be followed by a similar merging of the two fields in the educational system, and in the competences of future managers.

scholarly journals The value propositions of multi-, cross-, and omni-channel retailing

2018 ◽  
Vol 46 (11/12) ◽  
pp. 1133-1152 ◽  
Author(s):  
Mika Yrjölä ◽  
Hannu Saarijärvi ◽  
Henrietta Nummela
Keyword(s):  
Conceptual Framework ◽  
Customer Value ◽  
Design Methodology ◽  
Content Type ◽  
Case Examples ◽  
Multiple Channel ◽  
Shopping Motivations ◽  
Value Propositions ◽  
Conceptual Paper ◽  
Practical Implications

Purpose This study examines how retailers leverage multiple-channel strategies in relation to their customer value propositions (CVPs). More specifically, the purpose of this paper is to identify and analyze how multi-, cross- and omni-channel CVPs differ in terms of how they create value and which types of shopping motivations they aim to satisfy. Design/methodology/approach This conceptual paper presents and synthesizes three theoretical discussions pertaining to consumer shopping motivations, CVPs and multiple-channel retailing strategies into a tentative conceptual framework. Nine case examples are used to illustrate three different channel strategies: multi-channel, cross-channel and omni-channel retailing. Findings A tentative framework for understanding retailers’ channel strategies is suggested. Practical implications Retailers will benefit from a structured and synthesized understanding of the differences between multiple-channel strategies and their links to CVPs. Originality/value This paper introduces and integrates the concept of CVPs with the literature on multi-channel retailing strategies.

The sustainable company: looking at goals for people, planet and profits

2016 ◽  
Vol 37 (6) ◽  
pp. 28-38 ◽  
Author(s):  
Timothy B. Palmer ◽  
David J. Flanagan
Keyword(s):  
Strategic Management ◽  
Goal Setting ◽  
Natural Environment ◽  
Design Methodology ◽  
Large Firms ◽  
Bottom Line ◽  
Content Type ◽  
Common Goals ◽  
Sustainability Reports ◽  
Practical Implications

Purpose This paper aims to explore the landscape of sustainability goals set by large firms. Design/methodology/approach Sustainability reports were content analyzed using the triple bottom line framework. Findings This study identified 389 goals among 22 firms. The most common goals focused on the natural environment. On average, the firms list 18 sustainability goals. These included an average of eight “planet” goals, seven “people” goals and three “overarching” goals. Practical implications This research should be useful to sustainability professionals who are setting goals for their firms and seek to understand the current landscape of goals set by large firms. Originality/value Although previous research has analyzed the content of sustainability reports, this is the first paper to explore sustainability goals. Given the importance of goal setting in strategic management, this paper fills an important gap in the intersection between sustainability and strategy.

Why top managements must change their fundamental assumptions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Stephen Denning
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Content Type ◽  
Business People ◽  
A Value ◽  
Current Context ◽  
Purpose Of Business ◽  
Value Creation Process ◽  
Practical Implications

Purpose Despite today’s profusion of customer-centric rhetoric, most business people still believe that the primary purpose of business is profits. But the most resilient and sustainably successful firms consistently select one primary purpose: enrich the lives of their customers. 10; Design\methodology\approach The article maps how the most valuable and fastest growing firms are paving the way for an era of customer-driven capitalism. Findings In the current digital age, an obsession with delivering value to customers is proving to be the key driving force for success. Practical\implications The goal of customer-value primacy is not a threat to other stakeholders. Originality\value Customer-driven leadership is a hallmark of successful management in the current context. Top management must institute and continuously support a value creation process that works backwards from the future. 10;

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