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Emergent Business Strategy → Execution ←And Back

Following my recent article 'Still Building Shanty Towns', this post describes a strategy/execution loop using an adaptive change style. It illustrates the need to introduce feedback loops (the green dashed lines) so that the strategy continuously evolves. It also shows the importance of information systems in strategy formation and, later, the role of joined-up architecture between business and I.T. to bring the strategy to fruition.

This simplified model (based on my client interactions) aims to provide context to the C-Suite and then anyone involved in transformation planning. As is usual with many of my models, the logistics industry is my mental reference point, however, I'm sure it will apply to other operating models without much adjustment.

Of course, it goes without saying that strategies always evolve. Partly due to the long timeline and partly in response to markets and competition - all four VUCA aspects apply. The addition of intentional feedback loops provides a useful guard-rail for continuous improvement & adaptive change. From a more parochial I.T. perspective, it provides a needed back-channel to the C-suite. The model also helps to illustrate the need for peer level participation across the entire cycle.


This first provides a view of the overall context, but is hard to read. Please scroll down to view readable slices.