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Greetings!
Welcome to AGILITY News. This newsletter is intended
to provide insights, research, best practices,
resources, new
learning, and case studies about organizational agility.
Information is provided from many sources and
disciplines from around
the world.
Agility Consulting provides products and
processes to enable companies to build and sustain
individual, team and organizational agility.
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| Agility Consulting & Training, LLC |
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Our purpose is to enable individuals, teams and
organizations to effectively manage in a very
unpredictable and turbulent business world.
Our Approach »
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| Strategic Visioneering -- Multiple Applications at 2004 HRPS Annual Conference |
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Conference Committee Strategic Planning:
Strategic Visioneering was first introduced to the 2004
HRPS Conference Planning Committee, composed of
executives in HR, conference sponsor representatives
and a few HR consultants. The purpose was to
accelerate the process of aligning the committee on
the key conference theme and subthemes.
Use with Conference Participants:The
participants at the conference experienced
Strategic Visioneering by identifying images that best
reflected what the conference theme of "The Phoenix
Phenomenon" meant to them during the arrival day
reception. These images were associated with each
contributing participant and then shown throughout
the conference to illustrate how the conference was
focused on the participants.
Many of the 2004 Committee Members
(Mary Eckenrod, Cisco; Charlotte
Damron, Kraft; Rick Ketterer, Delta Consulting; Bob
Prescott, Rollins College; Brian Anderson,
PerformanceEdge; Emmy Miller, Liberty Strategies; Gary
McKinney,
DHR International; Jim Bowles, Cingular Wireless;
Juergen
Rohrmeier, Pape Consulting (Germany); Kevin Rubens,
Aon
Consulting; Maria Taylor, Raytheon; Nikki Bondi,
Advantage Partners; and Paul Storfer, In-Scope
Corp.) and conference participants have
incorporated Strategic Visioneering into their work.
HRPS 2004 Conference »
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| Dr. Gary Hamel -- The Quest for Resilience (Harvard Business Review, 2003) |
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"The world is becoming turbulent faster than
organizations are becoming resilient. The evidence is
all around us. Big companies are failing more
frequently. Of the 20 largest U.S. bankruptcies in the
past two decades, ten occurred in the last two years.
Corporate earnings are more erratic...."
"....Today's best practices are manifestly inadequate.
Instead, it must begin with an aspiration: zero
trauma. The goal is a strategy that is forever
morphing, forever conforming itself to emerging
opportunities and incipient trends. The goal is an
organization that is constantly making its future rather
than defending its past. The goal is a company where
revolutionary change happens in lightning-quick,
evolutionary steps--with no calamitous surprises, no
convulsive reorganizations, no colossal write-offs, and
no indiscriminate, across-the-board layoffs. In a truly
resilient organization, there is planty of excitement, but
there is no trauma...."
Full Story at HBR »
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| Strategic Visioneering: Applying Art to an AGILE Approach to Strategic Planning -- Dr. Carrie White, English Professor and Fulbright Scholar |
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Art has long been used therapeutically as a way to tap
into the unconscious, and Dr. Nick Horney, an
organizational psychologist who served as Vice
President of Client and Constituency Relations for the
Center for Creative Leadership, was quite familiar with
processes for unleashing creativity for leadership
development. He decided to refine and expand the use
of images in developing a process that was simple to
implement but had high value, and that worked quickly
but could be used in a variety of situations. Thus,
Strategic Visioneering was born.
Strategic Visioneering is a process through
which
organizations, teams and individuals recognize their
current situation, decide upon their desired situation,
and then work on bridging the gap. In smaller group
settings, consultants from Agility Consulting distribute
booklets of 145 widely differing images, about 50 of
which are reproductions of original works by Florida
artist Ken Hobson. After a brief ice-breaker, the
participants are asked to pick two or three images
which best describe "where the company is now."
Horney doesn't specify any further and purposefully
leaves the question open for free, unrestricted
responses. The individual writes on a small piece of
paper the reasons for his particular choice. A team
member will then post larger versions of the selected
pictures on a wall and affix the responses-thus
creating, what Agility Consulting calls, "the wall of
turbulence." Each person will explain his choices to
the entire group.
The process is later repeated with the question, What
does success look like to you? Using the ubiquitous
visual imagery, Horney explains, We use Strategic
Visioneering kind of like bookends to get to the
real
heart of the matter-how to get to where you want to
be."
More about Strategic Visioneering...
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