Agile Strategic Program

 

Agile Product Development (model) is growing rapidly with the strong interest of people in improving agile execution (methods. However, the business strategies planned by many enterprises are still not agile. For example, agile product development teams want to sort their business owners in the product memorandum so that they can deliver the most valuable feature points in each iteration. However, the business owner may not necessarily provide the priority order of functions based on the enterprise's business strategy.

A successful business strategy needs to be selected (each department of an enterprise should) in a value chain that is mutually dependent on each other. To realize all the benefits of an enterprise's business strategy, it is necessary to develop and maintain them in an agile manner (its business strategy ). Below are some of the necessary features of a successful agile business strategy:

Agility: Agile enterprises must be agile, adaptive, and robust. It should be able to quickly adapt to sudden and unpredictable changes or events, market opportunities and customer needs. The spirit is built on the process and the industrial structure that can promote speed, adaptability, and robustness, and has the ability to deliver competitive results in a fast-changing and unpredictable business environment.

Iteration Method (check and adaptation ):In today's competitive world, long-term strategies are not taken for granted. As technology advances, the time for (products) to be put on the market is shortened, which will lead to (the Enterprise will) continuously verifies (your own) strategy through feedback from fixed customers and innovation from competitors. All elements in the strategic lifecycle should be iterative. Strategic Leaders must constantly inspect and adapt (Corporate Strategy) to stay competitive.

Unique value presentation:An enterprise's strategy must differentiate its delivery from the value presented by competitors, or a series of benefits. A robust strategy involves the acquisition and house. A company must discard or stop certain product functions, services, or activities to show its own uniqueness. In this way, the choice in the product field or value chain can truly make the company different.

Complementary Value Chains:An enterprise's business strategy needs to be reflected in a distinctive value chain. This (Strategy) also defines how to combine all elements of the company. A (enterprise) Business Strategy should be made in a value chain that is mutually dependent; all its activities must be complementary to each other. For example, an enterprise's product development should be able to enhance its internal IT process, and should be used to enhance its after-sales service. This not only increases the company's competitive advantage, but also makes the company's strategy difficult to follow. Players can easily copy functions of an activity or product, but it is much more difficult to copy a complete set of complementary value chains.

Policy continuity:It is necessary to provide continuous value to customers and must be implemented under the guidance of agile strategic policies ). Without the continuity of the strategic strategy, it is very difficult for the company to develop its technology and assets and establish a good reputation on the customer side.

Agile strategy stage

Activities that form an agile strategic program can be summarized into four different stages:

1. Enlightenment stage-unique value creation through perceived value or desire (usually thorough innovation)
2. Implementation Phase-building brand assets by adding value (customer) Awareness
3. Persistence stage-expanding value through iteration and appropriate value chains
4. Transformation stage-transformation through value re-engineering (usually progressive innovation)

Strategy S curve

The agile strategic program can be visually displayed in a strategic curve (S curve. It describes the development and evolution of a product, service, technology, or service over time. From the perspective of growth, the S-curve can correspond to product evolution and opportunities, or describe the evolution of business and industry from a macro perspective.

At the product, service, or technology level, the S curve is usually associated with "market acceptance", because the starting point of a curve is often associated with the birth of a new market opportunity, at the end of the curve, this product, service, or technology is extinct in the market. Generally, the end of an S curve marks the new S curve that replaces it ).

Value enlightenment

A new business strategy is a task that creates unique values and contains a series of different activities. The so-called unique value can be defined as the customer's value perception or expectation for products, services, technologies or businesses. Value is usually created by fundamental innovation and maintained through value enhancement.

Development or re-establishment of a clear strategy is often the main challenge faced by the enterprise and depends on its leadership. While fostering innovation, leaders must not only avoid architectural interference and maintain the uniqueness of the company, but also provide guidelines to determine which industry changes and customer needs companies must respond.

One of the jobs of a leader is to teach others (observe) their common corporate strategy and guide employees (how) to make choices that support this strategy. These choices naturally go deep into every (employee) individual activity just as they decide what to do on a daily basis. Similarly, you should be able to imagine what a business strategy should present, just as it describes what should be done.

Value persistence

The purpose of the strategy implementation stage is to minimize the evaporation of value and maximize the retention of value. Strategy creates value, but some of them gradually evaporate due to low-quality execution and internal resistance of other companies. A good strategy cannot avoid the evaporation of value. Imagine a tropical village that is always short of water, so the villagers come up with a strategy, including digging a large hole on the ground to create a reservoir for storing natural rain, which is indeed feasible. The reservoir is full of water. But the villagers forgot how cruel and heartless the tropical sunshine was. The reservoir has not been maintained for a long time. (The Sun) evaporate the water in the reservoir into the atmosphere. For villagers, the important thing is not only how much water is in the first reservoir, but how much water is left after evaporation.

The same is true for any enterprise. Our ultimate goal is to propose a process that can retain the greatest value in the value chain's ever-increasing complementary implementation process. A key aspect of value persistence is the use of internal and external customer feedback to continually perceive and adapt to small (Change) increments. It depicts the differences between traditional and agile execution methods. In the traditional stage of execution, value is stacked together and delivered only at the end. On the contrary, agile delivery can create a whole value chain.

If agile execution is implemented correctly, the value chain will produce a spiral benefit as explained. This spiral model is based on the continuous improvement of product value. Therefore, it is also called "value spiral" (V spiral ). It allows the incremental release of a product or the product features to be incrementally refined each time with a spiral ). The spiral mode allows elements of a product to be added after they become available or known ). This ensures that it does not conflict with previous requirements and designs. This method is consistent with the method that supports generation and release of Multi-version software and supports orderly transition to maintenance activities. Another advantage of the spiral mode is that it usually requires customers to be involved early in system development. For products with a large number of user interfaces, such as customer applications or instrument interface application systems, this (early) user participation is very beneficial. Product 1 (Product 1)
1) The V spiral can trigger a V spiral of product 2 through its conversion process. (For example, the V spiral of the Apple iPod triggers the V spiral of the new iPhone through conversion .)

Value Realization

Enterprises establish brand assets by increasing user acceptance and value awareness. As mentioned in the five stages of the Rogers innovation process model, the user acceptance process can be summarized as follows:

1. Cognition: Understanding the content of innovation, how it works, and how it works.
2. Persuasion-an individual or professional attitude towards this innovation.
3. Decision-decide to reject or adopt this innovation on a local basis to evaluate its practicality.
4. Implementation-put into use, experience the problems it brings and the uncertainty of the results, and then have to re-build it for various reasons, and finally integrate it into the existing practice.
5. Confirmation-seek for improvements to previous decisions, or reject the decision because of conflicting information.

In these stages of acceptance, effective information feedback cycles and execution stages must be combined to deliver value to customer needs.

Value Conversion

To win in the competition, enterprises must keep their uniqueness. As explained in the S curve, enterprises must continuously change (their own businesses) through progressive innovation to provide greater value to customers, this is the product of "Next iteration" by slightly adjusting existing technologies. Sometimes, this process also involves creating and driving disruptive innovation to jump on the S curve.

If value conversion does not happen, the value begins to spread, and the acceptance of the product begins to decline, as shown in the following figure. According to the Rogers model, there are five types of recipients:

1. Innovator"It refers to a group of people who are adventurous and well-educated. They have multiple sources of information and show more risk-taking tendencies. They appreciate the technology with their own good and evil and actively hope to become the change manager of their team. They are very willing to tolerate some initial problems that can bring new products or services, and are willing to change solutions for these problems.
2. "Early receiver"It refers to some social leaders who are well-educated and quite popular. They are dreamers in their markets, and they are always looking for new technologies that may be accepted and used in order to make a revolutionary breakthrough in a huge competitive advantage in the same industry. They are deeply attracted by high-risk and high-return projects, and do not care much about the price. Because they are aware of the huge returns from their competitive advantage by accepting new technologies.
3. "Early majority"It refers to people who think carefully and have many informal social relationships. Those who win productivity gains by looking for opportunities for change are more interested in post-evolution changes. Their purpose is "when the time of change comes, let's make a change together ." This principle explains why we accept growth so fast in the expansion process that the landslide effect is formed.
4. "Majority later"It refers to people who are skeptical about things, are more traditional and have a low social and economic position. They are very price-sensitive and require a complete pre-installed, secure and secure solution. They only purchase technology to keep up with the pace of competition. They often rely on a consultant they trust to know the technology.
5. "Fallen"It refers to people who are skeptical about the technology and want the technology to maintain the status quo. They tend not to believe that technology can increase productivity and may block technology purchases.

When the "majority" began to accept the product, the strategic curve began to reverse. Because the innovator and early receiver of competitors have begun to shift to new innovations. In other words, the market share eventually reaches the saturation level. This process will lead to the spread of value. This situation can be avoided by changing the business through progressive innovation.

Case Analysis

Apple is a perfect example of agile strategy. It uses radical innovation to launch iPod to show its (company) value and continuously increase its (customer-to-company) acceptance by adding features of the iPod series. When the market is saturated with countless MP3 players, Apple has transformed one of their iPod devices into an iPhone through incremental innovation. Because iPhone acceptance has a good foundation, Apple continues to grow (performance) When iPod sales decline slightly. When her competitors were able to catch up with Apple's iPhone, she made another change through incremental innovation and developed the iPad. Apple's continuous innovation is thanks to its support for incremental and adaptive execution (processes) and a very powerful value chain (vision, design, implementation, delivery and support ). Many other companies have the ability to replicate Apple's products, but none of them have the ability to repeat their entire competition system.

Conclusion

To fully realize the full benefits of an enterprise's business strategy, it must develop and maintain them in an agile manner. A successful business strategy often begins with a special value creation that complements its (enterprise) value chain. However, it requires continuous feedback from appropriate agile thinking and iterative methods to fully understand and retain the value it creates. Finally, applying agile methods to your business strategies will help you transform the value it creates into an eternal and constantly improving business strategy.