BUSINESS

Výstupem jsou strategické cíle s jasnou slovní formulací,

měřítkem, garantem a vytvořeným strategickým týmem

složeným ze spolupracujících útvarů.

Definované cíle rozpadáme metodikou Hoshin Kanri

na konkrétní spolupracující aktivity ve všech relevantních

útvarech a úrovních firmy. U každého cíle si odpovídáme

na otázku, ve které klíčové oblasti nebo procesu firmy

chceme cíle prioritně dosáhnout a jakým způsobem. Výstupem je plán konkrétních aktivit, které směřují k definovaným výsledkům.

Pro realizaci akcí, s cílem naplnit strategii, využíváme

agilní řízení. V klasickém projektovém řízení se vykreslí

ideální plán na rok i více dopředu (tzv. road map) a otevřou se projekty. S příchozími změnami pak jen sledujeme, jak změny tento plán drtí a dělají z něj, už v řádu několika měsíců, cár papíru. Z projektů se stávají obtěžující

aktivity a lidé jsou demotivovaní.

Naproti tomu agilní přístup řízení strategie umožňuje

na změny reagovat rychle. Efektivita a flexibilita jsou zajištěny kvartálním přehodnocováním priorit strategických

cílů. Následně týmy přeplánují akce na dosažení cílů a aktivity řídí v tzv. měsíčních sprintech. Tento způsob řízení

strategie umožňuje úspěšné střednědobé směřování firmy a posiluje její schopnost reagovat na vnější podmínky

a změnu priorit.

Agile Management Strategy

Is Not an Option but a Necessity

The way companies work with strategy has changed dramatically over the last two decades.

Around the turn of the century, strategy was generally developed with a view of the following five

to ten years, while today the situation is different and outlook time has shortened.

Previously, a company’s strategy was formed by a narrow

group of management and owners and was implemented

in the form of long-term strategic projects; today, all levels

of management are involved in strategic development, and

we see specialists and projects being of a shorter nature.

The main reason for this is changes in the market which

require a quick response from companies. Customers

now demand an ever-widening range of products and

services, lower prices and shorter delivery times. This has

the effect of constantly shortening product life cycles,

which increases demand on developing competencies

and mastering new technologies. Innovation cycles and

the development of new products are also shortening.

The situation is exacerbated by the advent of new digital

and communication technologies.

We respond to these changes with a different approach to

working with strategy. We combine three methodologies:

the Balanced Score Card (BSC) for strategy creation and

redefinition; Hoshin Kanri for goal breakdown; and agile

management for strategy implementation.

At the beginning of creating a strategy using the BSC

methodology, we set interrelated strategic goals. At

workshops, they are defined by the owners, management

and key employees. During preparation, we ask logically

related questions:

• What financial goals do we want (need) to meet in the

horizon of two to three years?

• Which customers and under what conditions will they

pay us these funds?

• How do we set up processes to satisfy customers and

achieve financial goals?

• How do we need to prepare our people and infrastructure to be able to set up and service processes?

The output is strategic goals with clear wording, scale, and

guarantor and the creation of a strategic team consisting

of cooperating departments.

We break down the defined goals, using the Hoshin

Kanri methodology, into specific cooperating activities in

all relevant departments and levels of the company. For

each goal, we answer the questions in the company’s key

area or process we want to achieve and in what way. The

output is a plan of specific activities that lead to defined

results.

We use agile management to implement actions in order

to fulfill the strategy. In classic project management, the

ideal plan for a year or more in advance (the so-called

road map) is drawn and projects are opened. Then we

would just watch how incoming changes crush this plan

and make it, in a few months, a piece of paper. Projects

become annoying activities and people are demotivated.

In contrast, an agile strategy management approach

allows you to respond quickly to change. Efficiency and

flexibility are ensured by a quarterly reassessment of the

priorities of the strategic objectives. Subsequently, teams

reschedule the steps needed to achieve the goals and

manage activities in so-called monthly sprints. This way

of managing strategy enables the company’s successful

medium-term direction and strengthens its ability to

respond to external conditions and change its priorities.

Text a foto:

Miroslav Marek

POSITIV 3/2021 ǀ 33