A Model for Agile Strategy Execution

Strategy execution is a hot topic in management today. The Conference Board’s recent Survey of CEOs revealed that chief executives are so concerned about strategy execution that they rated it as both their number one and number two most challenging issue. For the past nine months I have been working on a comprehensive course on Agile Strategy Execution, which is now available on Udemy and I am now completing on the same subject.

“I have taken many Coursera and Udemy courses in the past 2 years. I have taken 6 courses in Agile and Scrum alone (not including yours) in the past 3 months. Your course is by far the more superior in terms of videos quality and instructional format. As a continuing education learner, I am very impressed with Udemy for recruiting instructors like you.” Wesley Tam

Why does strategy execution so often fail? Because most strategic plans are little more than a series of vertically integrated objectives. But, the problem is not objectives and it is not vertical. It is the design of the processes, culture and capabilities that enable the organization to achieve its strategic objectives. It is the ability to adapt and align, horizontally and vertically, internally and externally, in fast cycles. In other words, to be agile. Success resides in the culture and capabilities of the Agile Strategy Executionorganization and a process to design and deploy those capabilities. This course provides that process and is based on forty years of experience improving the performance of organizations.

The term “Agile” implies an iterative process of experimentation, learning, adaptation, and alignment with other business units and support groups. This course is about creating that agility, adaptation and alignment.

Like the lean management PDCA cycle, Agile Strategy Execution is based on the four “D” cycle of Discover, Dream, Design and Deploy.

Strategy Execution

In my new Udemy course, I dissect the problem and describe a practical process of strategy execution, creating the culture and capabilities that result in successful execution of strategy.

Every organization has capabilities that are embedded in the culture. This course will take the leader through a process of assessing the current culture, its assets and liabilities, sensing the changing landscape that presents threats and opportunities, and then engaging the organization in the design of those processes and systems that will represent competitive advantage.

The author of this course is the author of ten books on leadership, lean management and change process. This course includes the text and material from three of his books and includes eighteen hours of lectures and detailed assignments that will lead to successful strategy execution.

The Process of Agile Strategy Execution

Agile Strategy Execution Process


“This is a very comprehensive course with extensive support material and is presented by a practitioner who has used these philosophies both within his own business and as a consultant to other businesses in a range of industries. The course provides a great background to the human and cultural needs of bringing about change in any organisation and this is supported by many examples from Larry’s previous clients and work experience. Larry has been very generous with his support materials and offers of further assistance. Overall the course firmly reinforces the holistic nature of bringing about organisational change from the ground up along with the key foundations of culture, continuous improvement and open book management.” David Pring