Strategically Agile Government

Doz, Yves; Kosonen, Mikko; Virtanen, Petri

doi:10.1007/978-3-319-31816-5_3554-1

Cited by 17 publications

(9 citation statements)

References 11 publications

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“…As the Nokia case illustrated well, 34 longitudinal studies that explore how firms sustain their level of agility or lose it over time would be particularly useful too.…”

Section: Our Understanding Of the Characteristics Of Agility Has Impr...mentioning

confidence: 99%

“…In "Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility," Morton investigates the importance of multiple voices-what he calls polyphony-and how managers can exploit them for greater strategic agility. He employs the concept of strategic sensitivity by Doz and Kosonen 45 as a metacapability that is essential for organizations to navigate uncertainty. He finds that polyphony-the voices of "non-strategists" within and beyond the boundaries of the organization-can enhance the quality of strategic sensitivity by building links between hyper-awareness and informed decision-making.…”

Section: Strategic Agilitymentioning

confidence: 99%

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Business Agility: Key Themes and Future Directions

Girod

Birkinshaw

Prange³

2023

California Management Review

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The need for business agility, that is, the capacity to adapt to changing external circumstances (and even to shape them), is high on the agenda of executives around the world, as they face up to increasing levels of uncertainty. But uncertainty still abounds about what business agility is, and most executives still struggle to master this capability. The introduction to this special issue reviews what we know and still do not know about business agility and introduces the six articles and suggests a path for more research.

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“…As the Nokia case illustrated well, 34 longitudinal studies that explore how firms sustain their level of agility or lose it over time would be particularly useful too.…”

Section: Our Understanding Of the Characteristics Of Agility Has Impr...mentioning

confidence: 99%

Section: Strategic Agilitymentioning

confidence: 99%

Business Agility: Key Themes and Future Directions

Girod

Birkinshaw

Prange³

2023

California Management Review

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“…16 Essentially, organizations need to combine foresight with insight as they pursue agility. 17 This emphasis on insight demonstrates the importance of deep reflection, and agility has multiple dimensions that go beyond the need for greater speed and flexibility. This "agility as slowness" perspective argues that fast speed is not always advantageous and can even have detrimental effects on organizations and their performance.…”

Section: Prevailing Perspectives On Agility and The Role Of Reflectio...mentioning

confidence: 99%

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

Morton

2023

California Management Review

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Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.

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“…Effective policy design for dynamic robustness requires a dynamic policy process in which different sources of knowledge and power are properly aligned and connected in decision‐making (Edelenbos et al, 2011). This includes sensitivity to “trends, the risks of discontinuities, and the real‐time sense‐making of strategic situations as they develop and evolve” (Doz & Kosonen, 2014). This, in turn, requires not only “positive” steps to create bodies and policy elements capable of such adjustments, but also avoiding the widespread tendency to promote the ossification of routinization and narrowly defined considerations of efficiency in public administration (Howlett & Mukherjee, 2014; Junginger, 2013; Bason, 2014; Mulgan, 2008; Chiarini, 2012).…”

Section: Moving Beyond Redundancy In Policy Designs and Designingmentioning

confidence: 99%

Designing for adaptation: Static and dynamic robustness in policy‐making

Howlett

Ramesh²

2022

Public Administration

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Policy tools are chosen and deployed in the expectation that they will continue to work effectively over extended periods of time. This is a tall expectation to meet, given that the nature of policy problems and their contexts change constantly. To continue to operate effectively in the face of these changes and respond to policy feedback from policy actors and outputs, policy mixes must be robust. This robustness is of two types: static robustness in which policy means adapt while policy goals remain unchanged, and dynamic robustness in which both goals and tools change. The first equates robustness with resilience—that is, the ability to bounce back to a previous state and attain original goals in altered contexts caused by some change in internal or external conditions. The second, however, is more complex as it can involve changes in aspects of policy goals as well as means in order to allow policies to adapt more broadly by altering their form in response to changing circumstances. This second type of “dynamic robustness” focuses attention on the need for agility and upon the requisites for the creation of policy designs which allow for substantive changes in form as well as state. The article lays out these concepts and their interrelationships and the kinds of procedural and other tools involved in achieving either. It illustrates their features and differences using examples from different sectoral cases.

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Strategically Agile Government

Cited by 17 publications

References 11 publications

Business Agility: Key Themes and Future Directions

Business Agility: Key Themes and Future Directions

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

Designing for adaptation: Static and dynamic robustness in policy‐making

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