Presentation is loading. Please wait.

Presentation is loading. Please wait.

Strategic Agility Tan Sri Datuk Dr Rafiah Salim Director, NAM Institute for the Empowerment of Women Ministry of Women, Family and Community Development.

Similar presentations


Presentation on theme: "Strategic Agility Tan Sri Datuk Dr Rafiah Salim Director, NAM Institute for the Empowerment of Women Ministry of Women, Family and Community Development."— Presentation transcript:

1 Strategic Agility Tan Sri Datuk Dr Rafiah Salim Director, NAM Institute for the Empowerment of Women Ministry of Women, Family and Community Development

2 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.

3 Two major forces for Strategic Agility: Speed and Change

4 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,

5 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

6 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

7 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

8 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

9 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

10 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

11 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

12 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

13 Sir Winston Churchill , English statesman However beautiful the strategy, you should occasionally look at the results. strategy

14 THANK YOU


Download ppt "Strategic Agility Tan Sri Datuk Dr Rafiah Salim Director, NAM Institute for the Empowerment of Women Ministry of Women, Family and Community Development."

Similar presentations


Ads by Google