From www.strategicagility.com

Successful companies often become victims of their own success: when their business matures, they find it impossible to renew themselves. To regain and maintain growth they need to learn to thrive on change and disruption.Fast Strategy analyses the risks successful companies face, and presents the three essential capabilities they need in order to regain and maintain continued growth: strategic sensitivity (both the sharpness of perception and the intensity of awareness and attention), resource fluidity (the internal capability to reconfigure business systems and redeploy resources rapidly) and collective commitment (the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top).

Strategic Agility – why now?

Companies have traditionally responded to change through strategic planning and the foresight offered by scenarios, or through corporate ventures and an entrepreneurial drive. Today's change is both fast –where ventures fit, but also complex (in the sense that it results from multiple hard to forecast systemic interactions) – where strategic planning no longer fits. Aerospace, defense, healthcare, pharmaceuticals, energy, retailing, advertising, financial services… the list of industries engulfed in fast complex strategic change grows longer every day…

What is Strategic Agility?

The ability to continuously adjust and adapt, as a function of strategic ambitions and changing circumstances, not just product and services, but also the business models and ways to create value of a company.

Strategic Agility: the Key enabling Capabilities

• Strategic Sensitivity : both the sharpness of perception and the intensity of awareness and attention,

• Resource Fluidity : the internal capability to reconfigure business systems and redeploy resources rapidly,

• and Collective Commitment : the ability of the top team to make bold decisions –fast, without being bogged in “win-lose” politics at the top.

Yves Dozis currently the Timken Chaired Professor of Global Technology and Innovation at INSEAD and Visiting Professor at Helsinki School of Economics. He has also taught at Harvard Business School, Stanford's Graduate School of Business and Aoyama Gakuin University in Tokyo. He has researched and published widely on the strategy and organization of multinational companies. His previous books include The Multinational Mission, with CK Prahalad and From Global to Metanational, with Jose Santos and Peter Williamson. He consults extensively for major global companies.

Mikko Kosonenis currently Executive Vice President of Finnish Innovation Fund. Prior to this he held several senior executive positions at Nokia since joining the company in 1984, most recently as the head of strategy and CIO for Nokia Corporation from 1997 to 2005. Dr Kosonen has lectured extensively in Finland and abroad on strategic renewal based on his experiences as Nokia leader and business scholar.