Revolutionise planning - the agile way

Agile was born out of -

Software projects

Undersea military operations in the Second World War

The moon landings

Construction projects

Agile came from -

TQM, Lean Six Sigma

Econometric modelling

Transcendental meditation

Linear programming

Conventional planning is typically -

Set piece and inflexible

Fluid and challenging

Highly creative and innovative

Only really tactical and not strategic at all

Agile planning -

Operates with a very fixed set of assumptions

Is fluid and iterative

Requires 100 percent of the organisation to input right down to the tea ladies

Takes a long time through endless loops

For Henry Mintzberg the ideal strategy is -

A balance of emergent and deliberate

Only emergent

Mainly emergent

Only deliberate

In the extended model of five forms, deliberate through to detergent, it is good to -

Avoid that and stay around deliberate-emergent

Go round the whole loop as it is just inevitable

Go round the whole loop as it is a good learning experience

Just stay exactly where you are now

Contemporary Strategic planning should be -

Extremely flexible and often more like a scrum

Well structured and very predictable- with elements of flexibility for the exceptional

Begin in a structured way then have the flexibility to explore emergent issues and needs - and with the structure maybe then adjusted

Very well structured indeed so there are no real tangential investigations

A contingent strategy is one in which through deferred commitment, patience and learning, on average -

Reduces returns but lowers risk

Increases returns and lowers risk

Has no effect on returns but increases risk

Has no effect on risk but increases returns

With a contingent strategy -

Resources may only be adjusted with the say-so of group

There is no adjustment in the allocation of resources

There is relatively limited adjustment in the allocation of resources

The allocation of resources is adjusted depending on success and anticipated environmental alignment

In Hoshin - breakthrough management you can only implement -

No more than five breakthroughs

Between six to 10 breakthroughs

Only one breakthrough

One to three breakthroughs

Revolutionise planning - the agile way

Agile was born out of -

Agile came from -

Conventional planning is typically -

Agile planning -

For Henry Mintzberg the ideal strategy is -

In the extended model of five forms, deliberate through to detergent, it is good to -

Contemporary Strategic planning should be -

A contingent strategy is one in which through deferred commitment, patience and learning, on average -

With a contingent strategy -

In Hoshin - breakthrough management you can only implement -

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