Posts Tagged ‘flexibility’

Embracing Agile Strategies for Organizational Success

Written by Kimberly Tilar on August 15, 2025. Posted in Agile Strategy, Strategy

Amidst the dynamic shifts in today’s organizational landscape, the traditional notion of a one-size-fits-all strategy is being challenged. To align with diverse factors such as culture, structure, goals, and external influences, a reevaluation of the traditional or accustomed strategy becomes essential. In this interview, Dr. Eng. Malek Mohammed Ghazo shared different ways that organizations can align their strategy with the organization’s specific needs, aiming for resilience, adaptability, and sustained success.

Aligning strategy with culture is akin to solving a jigsaw puzzle due to the involvement of different perspectives and factors. As a management consultant, what advice would you offer organizations and professionals when fitting these intricate pieces together?

To align strategy with culture, cultivate leadership buy-in at all levels. Ensure that leaders embody and advocate the organization’s values and strategic vision. Encourage open dialogue, recognize diverse perspectives, and foster an environment of trust and collaboration. This holistic approach ensures that culture and strategy are interwoven, driving unified progress.

What cultural nuances do you think will shape the strategic landscape in 2024?

In 2024, cultural nuances like inclusivity, agility, and continuous learning will shape the strategic landscape. Organizations that value diversity and adaptability to change and are committed to upskilling will be able to effectively navigate the dynamic environment. Ethical considerations and sustainability will also play pivotal roles, reflecting a broader focus on societal values in strategic priorities.

Trends

In light of global economic shifts and geopolitical uncertainties, how can organizations create resilient strategies that can withstand external disruptions?

Organizations should integrate agility into their DNA, leveraging excellence frameworks and ecosystem mapping to anticipate changes. Embracing adaptive planning and fostering a culture of innovation ensures resilience. Investing in robust risk management and nurturing strategic partnerships can buffer against uncertainties, enabling a proactive stance in volatile environments.

What do you see as the most promising ways artificial intelligence (AI) can further impact corporate strategy, and what steps should companies take to remain at the forefront of AI-driven strategic advancements?

AI’s potential lies in predictive analytics and decision-making enhancement. Companies should invest in both talent and infrastructure to integrate AI insights into strategic planning. Staying ahead requires a culture of continuous learning and ethical AI use, ensuring that strategies are data-informed, agile, and attuned to evolving market dynamics.

Does your organization use strategic foresight to enhance future readiness? If not, please detail the organization’s approach to planning in the short, medium, and long term.

Our organization prioritizes strategic foresight, aligning with practices like Dubai’s 50-year vision. We employ future foresight planning to balance immediate adaptability with medium-term trend analysis and long-term vision creation. This approach ensures sustained relevance, innovation, and resilience in an ever-evolving global landscape.

Strategy and Performance Management Practices

Do you see any application of AI to facilitate strategic planning or performance measurement? Is your organization using any such tool, possibly in certain areas of the organization?

AI significantly enhances strategic planning and performance measurement through predictive analytics and data-driven insights. Our organization employs AI tools, particularly in market analysis and operational efficiency, leveraging AI’s capability to forecast trends and optimize decision-making processes with Future Foresight (FF) tools.

How are strategic objectives defined in your organization, including the research process, involved stakeholders, and other pertinent details?

Our organization defines strategic objectives comprehensively, integrating stakeholder insights via a robust mapping system. By employing the Balanced Scorecard (BSC) approach, we ensure that objectives are well-rounded—aligning financial, customer, internal process, and learning perspectives— to foster a holistic and forward-thinking strategic framework.

How do you balance long-term planning and short-term priorities?

Balancing long-term planning with short-term priorities involves a dynamic BSC framework approach. We continuously align short-term actions with our long-term vision, ensuring that immediate objectives support overarching goals. Regular stakeholder engagement and performance reviews allow agile adaptation, maintaining equilibrium between immediate results and strategic future aspirations.

In your experience, what is the most important tool for managing strategy, and why?

In my experience, an agile resource allocation system is the most crucial tool for managing strategy. It allows swift adaptation to market changes and enables resources to be optimally distributed to high-impact areas. This agility fosters resilience, maintains a competitive edge, and ensures that strategic objectives are met efficiently.

How do you communicate strategy to different stakeholders within the organization to ensure a high level of awareness of priorities for both frontline employees and management positions?

Effective communication of strategy involves clear and consistent messaging tailored to different stakeholder groups. Utilizing a variety of channels, we ensure that frontline employees and management understand priorities through regular updates, workshops, and dashboards. This strategy fosters alignment, engagement, and a shared commitment to organizational goals across all levels.

What key elements is your organization using to ensure effective strategy execution?

Our organization facilitates effective strategy execution through an agile project management framework, a centralized project management office (PMO), data and benchmarking offices, and dedicated process and governance teams. This integrated approach streamlines execution, ensures data-driven decision-making, and maintains alignment with strategic objectives, driving consistent and impactful results.

What approaches or methodologies have you found effective in fostering cross-functional collaboration and ensuring that all departments work cohesively towards strategic goals?

Leveraging automated tools and platforms has proven effective in fostering cross-functional collaboration. These tools facilitate seamless communication, project tracking, and data sharing across departments, advancing alignment and synchronized efforts toward strategic goals. This tech-enabled approach enhances transparency and accountability to drive cohesive, organization-wide progress.

What critical skills and competencies should professionals develop to excel in strategic management?

Professionals should cultivate agility-related skills such as adaptive thinking, strategic foresight, and resilience. Competencies in data-driven decision-making, effective communication, and collaborative leadership are also essential. These skills enable professionals to navigate complex environments, drive innovation, and lead teams toward achieving strategic objectives.

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Editor’s Note: This article was originally published in Performance Magazine Issue No. 29, 2024 – Strategy Edition. The practitioner’s bio has been updated to reflect his current achievements and credentials.

About the Practitioner: Dr. Eng. Malek Ghazo has over 14 years of experience in management consulting. He has trained more than 1,500 people and spearheaded organizational excellence and sustainability projects across the UK, Jordan, UAE, KSA, and Qatar. Ghazo holds a Master of Science in Engineering and Management and a Ph.D. in Circular Economy, Sustainability, and Excellence.

Latest Trends in Managing Sustainability in the Corporate Environment

Written by Ahbabur Rahman on April 4, 2022. Posted in Articles, Organisational performance

Image Source: Colton Duke | Unsplash

An understanding of global business trends is essential these days. Changing international market structures and integrations can affect decision-making and strategies in the corporate environment.

New trends are percolating at the grassroots level. The role of trends may influence larger organizations over the coming years. Nowadays, adapting to new ways of working and workplaces is no longer a challenge for innovators and early adopters. Innovations in working style and work setup quickly become mainstream and rudimentary for most companies. Get ready to embrace these new approaches, or you may find that most other organizations already got it and moved on.

As suggested by Nobel Prize laureate Paul Krugman, ”Let us just consider climate change as the root of the whole problem lies in the carbon-dominated industry. To change it may give a strong impetus to the research and development of carbon-free energy resources and may open an era of new technological development.”

New trends come with several driving forces, such as the integration of corporate, economic liberalization, free trade, transfer of technology, corporate financial flows, and transnational companies.

All trends are affected by technology and vice-versa. Technological developments are and will be affected by social, economic, and marketing trends.

The rate of change in work and the workplace is shifting into a much higher gear. Today, work is conducted across an increasingly broad range of settings, geographies, and time frames propelled by four major trends. These trends can impact how sustainability is managed and the fulfillment of a sustainable corporate environment:

Image Source: Md Ahbabur Rahman

The availability of enabling technologies and social collaboration tools. Technologies for collaborating with co-workers continue to become cheaper, easier to use, and ubiquitous. They are already being combined and synthesized into platforms that feature a wide range of tools to collaborate asynchronously and synchronously.

On the other hand, it becomes more difficult for workers to stay engaged and connected as they are more dispersed physically. So planners need to link conscious workplace strategies with social technologies and work policies to encourage socialization.

The shortage of knowledge workers. There will be a shortage of younger knowledge workers in the coming years. The Baby Boomer generation retires and younger workers take their place. Organizations will have to compete for workers who are more comfortable with and seek flexible work and alternative workplaces.

As for the solution, there’s a need for cultural change. The hardest part of changing the workplace is not the physical environment or technology but changing the people.

Knowledge workers are the core of an organization. They possess a high level of creativity and productivity. These workers are described as people who “think for a living.” Knowledge workers invent new products. They create and develop ideas and strategies rather than doing manual labor.

To sustain knowledge workers, they should be given platforms where they can nurture ideas and create. Also, knowledge workers need to have a working environment where voices and opinions can be shared during the planning process.

Knowledge workers are technology-dependent. So keeping up with the trends is a must for them. Allow them the choice of when, where, and how they are comfortable working. Let knowledge workers choose what working style and setup is beneficial as learning and growing are valuable for them while working.

The demand for more work flexibility. Workers will demand more work flexibility—the ability to decide how they should define and tackle specific problems and tasks and when and where work is done.

To develop a solution, corporations can adopt new workplace practices. With workers increasingly scattered geographically, work practices need to adapt because it is no longer possible to communicate casually with a distributed work team. Leaders need to formalize good work practices for the team.

The World Economic Forum predicts that we are on the cusp of a fourth industrial revolution. Technological, socioeconomic, and demographic shifts are transforming the way we work. These shifts have made flexibility important in the way individuals, teams, and organizations work.

There are many ways to incorporate flexibility into the corporate environment. These are the ability of employees to include the opportunity to change their working hours, work remotely, learn new software, and take on new roles. Flexibility also concerns employers as they need to assess strategy quickly according to the working style and personal needs of their employees.

Some companies are switching to a hybrid work setup. This means that employees will report to the office on specific days and work from home for the rest of the weeks. This system comes with challenges and inconveniences, such as communication issues, coordination in terms of schedule, and the availability of resources in both types of workstations.

Some companies are also configuring the office layout in response to the hybrid work setup. One of the drawbacks is not everyone will have their own desks in the office anymore. This change means that employees may encounter problems with accessing and moving the resources they need for work or making sure they have a spot each time they return to the office.

Before making any modifications to how work is done, organizations should establish a system that will harmonize the time, tasks, and resources of employees. It would help ensure that everyone’s goals are aligned and the workplace remains a happy and productive environment.

Pressure for more sustainable organizations and workstyles. Perhaps the 800-pound gorilla is the push for organizations to drastically reduce their carbon footprint, whether through regulations or market-driven incentives and disincentives.

Organizations will have to examine all major sources of greenhouse gas emissions, in relation to how, where, and when people work. Group locations, building efficiencies, commute patterns, and air travel practices must be observed.

Employees have different workstyles also. Some feel comfortable when working independently, and some are more productive when collaborating. Some employees are emotionally aware and create supportive work environments. Some are ideal and detailed-oriented workers.

Edelman Data x Intelligence, an independent research firm, conducted a survey among 31,092 full-time employed and self-employed workers across 31 markets between January 12, 2021 and January 25, 2021.

In 2021, some employees were given the freedom to choose where and when they work. While 67% of employees chose in-person work collaboration, 73% of 31,092 full-time and self-employed people decided to stay at home and continue to work remotely.

Sixty-six percent (66%) of leaders considered redesigning their office spaces to accommodate employees. The same study shows that leaders faced challenges and implemented changes just to give the best of both worlds to their employees.

If you would like to improve your knowledge in corporate sustainability, explore these sustainability-related publications: Sustainability Reporting, The Health, Safety, Security and Environment KPI Dictionary, The KPI Dictionary Volume I: Functional Areas, and The Resources KPI Dictionary.