Strategic Agility: Balancing Stability, Opportunity, and Chaos Containment
Strategic Agility is the need for organizations to balance stability (if not predictability) on one hand, with innovation and dynamic opportunity on the other. This course offers an opportunity for emerging leaders to assess their readiness—and the readiness of their organizations—to recognize and adapt to market dynamics that challenge continuing success. We’ll identify warning signs for leadership; the unique skill sets for navigating agility challenges; and present live CEO interview case studies that illuminate methodologies to avoid disruption and grasp opportunity.
Areas of Focus:
Strategic Sensitivity: capacity to combine insight (current knowledge) and foresight (future expectations)
Resource Fluidity: decision-makers’ confidence to deploy/redeploy resources/people/technology
Leadership Unity: effective decision-making organized among an organization’s leaders, with timely communications and shared commitment
Time in the course will be divided between lecture (information sharing), small group discussions, CEO interviews/interaction, and individual strategic initiative work planning with faculty support.Dates + Registration
Who Should Attend?
Strategic Managers responsible for developing company, division, or business unit strategy and planning for their organizations.
Participants will leave this course with an understanding of how to become agile—taking advantage of new opportunities, while balancing chaos and disruption. The course will draw upon the expertise of CEO’s who have navigated and continue to successfully navigate disruptive waters.
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|DAY 1: 8:00 AM – 6:00 PM:|
|8:00 - 8:30||Registration, Breakfast and Networking|
|8:30 - 9:00||Introduction: Name a time in your personal or professional life when you had to act with agility—quickly adjust to changing circumstances and creatively move ahead to survive and thrive by creating greater value, a new way of life, or a new business model.|
|9:00 - 9:30||Survey Results: Informed by the pre-course survey, we will use the initial session to get the relevant issues on the table; by presenting aggregate survey results and highlight the common threads shared by the participants, in terms of strategic challenges and opportunities. Discussion will follow.|
|9:30 - 10:00||Key Concepts: The instructor will provide an overview of concepts and tools for consideration by participants. Opportunity for discussion to enable participants to convey and further clarify how these concepts can apply to their situation.|
|10:00 - 10:15||Break|
|10:15 - 12:15||Discerning Strategic Challenges: CEO panelists reveal how they have survived and thrived to tackle dynamic opportunities and destroy disruption in various industries.
Retail: How to survive and thrive in the age of Amazon.
Healthcare: Winning in the age of upheaval, uncertainty, to lower costs yet meet rising demand.
Manufacturing: Taking an aging product line to new growth through innovation, technology, new markets, and cultural change
Professional Services: Winning in the Age of Artificial Intelligence: Opportunity or Obsolete?
IT: From slow growth behemoth to agile giant
|12:15 - 1:15||Lunch|
|1:15 - 2:30||Exercise: Zeroing In
A tool and template will be provided with opportunity for participants to reflect on their own organizational challenges; a period of individual reflection (and access to instructor assistance) to begin to inventory and document stress points for strategic agility.
|2:30 – 2:45||Break|
|2:45 - 4:30||Stress Point Discussion and Clarity:
How to make this work within your organization
|4:30 – 5:00||Wrap-Up: Preparing Strategic Initiatives
Recap the day and run through the homework assignment
|5:00||Cocktail and Networking Event|
|DAY 2: 8:00 AM - 5:00 PM:|
|8:00 - 8:30||Breakfast and Networking|
|8:30 - 8:45||Agenda and planned outcomes|
|8:45 - 9:45||Moving Strategic Insights into Organizational Plans: The instructor will offer guidance and insight on the challenges of moving organizations to undertake changes necessitated by market forces.|
|9:45 - 10:15||One-on-Ones: Pairs of participants will share homework with each other and reflections from day one. How is each participant assessing their own organizational opportunities for strategic agility? Share fresh perspectives on overcoming barriers discussed day before.|
|10:15 - 10:30||Group presentation/summary and discussion|
|10:30 - 10:45||Break|
|10:45 - 11:45||Group Think: Participate in a fun discussion, building a comprehensive picture of the reasons/aspects of change management that confront organizational leaders.|
|11:45 - 12:45||Lunch|
|12:45 - 2:45||Inspiration: The instructor will share a series of case studies of organizations which have effectively exercised agility to navigate strategic challenges and position themselves for success. Reflection on how this applies to your organization.|
|2:45 - 3:00||Break|
|3:00 - 4:30||Tools for the Road: The instructor will share frameworks/metrics that other organizations have adopted to incorporate strategic agility into ongoing management accountabilities. Learn how to align people, processes and technology with the AGILE Model™ and learn ways to put it into action.|
|4:30 - 5:00||Redox: Share individual thoughts on priorities to take away from the course. Discuss Next Step of providing strategic initiative worksheet to team leader(s) for next course: "Strategy to Execution: Closing the Gap."|
At the end of the course participants will prepare Strategic Initiative(s) to hand to key personnel. We recommend these personal attend the follow-up course Strategy to Execution : Closing the Gap. This will enable division or team leader(s) to execute the initiative(s) with agility!
Participants will be provided a both a short survey and profile tool to assess their current organizational agility to be submitted to the instructor upon registration or at least two weeks prior to the class.
"The Fourth Industrial Revolution" by Klaus Schwab
"The Growth Mindset" by Carol Dweck
Kathryn Tunheim - CEO Tunheim Inc., Most admired CEO in MN
Course Instructor Kathryn Tunheim, CEO of Tunheim Inc., is well-equipped to advise and navigate the waters of strategic agility, drawing upon her 27 years of vast experience delivering impactful strategic counsel to hundreds of companies both large and small, government, non-profits, and trade associations, successfully assisting clients in navigating complex change. As a principal on numerous high profile boards and frequent speaker on the future of jobs, crisis management, and leadership, Kathryn leads others to rethink how they must work to progressively inspire and manage stakeholders.
Kathryn Tunheim, was recently named the most admired CEO in MN by the Minneapolis-St. Paul Business Journal.
Read about Kathryn Tunheim - most admired CEO in MN.
CEO Panel -
Our panel of participating CEOs is still being confirmed. Check back later for details.