Planning and agility are two critical principles for corporate success, but they don’t have to be mutually exclusive. In today’s marketplace, agility is a requirement and plans should be flexible. Businesses can build and evolve to be poised for growth by recognizing both as synchronous strengths.
The global pandemic wreaked havoc on just about every facet of life, both at home and at work. It was a once-in-a-lifetime opportunity for business leaders, as data and business forecasts gave way to the corporate survival instinct.
Businesses can find the bright side of an unprecedented disaster, such as confirmation that the ability to shift swiftly can be the most crucial business skill of all. This raises the question of how company leaders can prepare for business growth while remaining adaptable in an unpredictable context, given the lessons acquired in 2020.
Here are three strategies for balancing strategy and agility for leaders.
The ability to try out multiple points of view at the same time can help businesses get the most out of the design process. Leaders can refine to the best version while still in the workshop phase by adopting tools that allow for experimenting, testing, and changing along the route, whether it’s a product or a creative campaign. While some adjustments may incur a cost during the process, that cost will invariably be recouped when a better product is released.
It’s a two-pronged strategy here: Collaboration, first and foremost, is essential. A product is a continuous evolution of concepts and ideas that only blends successfully when there are a large number of opinions. Second, have faith in collective intelligence. For example, if the value of a project is unclear to the majority of the team, those who thought it was on point must listen to the input and change.
Leave the ego at the door
When collaborating toward a successful conclusion, there is no space for conceit or pride, as shown in the case above. This is true not only of persons but also of ideas. Team members must be willing to detach from a project or product design, regardless of how strongly they believe in it or how much time they have invested in it. What appears to be the best concept in the room may be overshadowed by another – it’s all part of the design process.
The marketplace is moving far too quickly to waste time disputing over concept ownership, especially given the rapid digital transformation progress over the previous year. An ego-free team can synchronize their collective efforts toward generating a quality product or solution that will move more swiftly to market by maintaining their sight of the goal.
Overcome the fear of sharing
One reason some business leaders make the mistake of developing in isolation is a fear of sharing ideas – especially, the fear of disclosing their product or service’s unique proposition too soon. It’s understandable to value a concept, but the truth is that ideas are everywhere. The essential differentiation is how a leader puts that notion into action.
Business innovators can only convey part of the narrative by testing a campaign or concept – not the solution itself, but the problem it is designed to solve. A brand can evaluate the viability of its concept by presenting with a problem-solving mindset without revealing confidential technique knowledge.