strategicalal mental dexterity Presented to Dr. Bala Krishnamoorthy In the partial fulfillment of the requirements of the charge Strategy Implementation Presented by Ashish BhagwatB008 Ajay BhatiaB011 Anurag GahlawatB017 Manu GahlowtB018 Ankur GuptaB021 Sameer JunejaB029 Iti MalikB033 Aditii SaxenaB049 Vatsala TiwariB057 NMIMS, Mumbai remand of Contents What is strategic light?3 strategic Planning v/s Strategic Thinking3 Enablers of Strategic high spirits4 Enablers of Strategic sensitivity4 Enablers of Resource Fluidity4 Enablers of Collective Commitment5 Creating an warm giving medication:6 The Agile Model:7 The Strategic Agility Process:9 Strategic Agility in Public Sector10 Sources of organizational inactiveness12 Strategic Sensitivity12 Strategic Agility v/s Strategic Turnaround13 Kimberley Clark - A Success Story13 The tercet phases of agility at Kimberly Clark13 Learnings14 Strategic Agility: Nokia v/s Ericsson V/s Motorola14 Th e Challenges of Strategic Agility17 KODAK: Failure in achieving Strategic Agility18 Brief about the company19 wherefore Kodak Failed?19 What should Kodak do direct?19 KEY LEARNINGS20 What is strategic agility?
description: The power to continuously adjust and adapt strategic focusing in core business, as a function of strategic ambitions and ever-changing circumstances, and create not just new crossway and services, barely also new business models and innovative ship groove to create value for a company We often chap the pronounce Agile with cats, associate Strategic Agility with organizat ions that pass water the characteristics of! catsfocused, dissolute and flexible. Organizations are faced with executing current scheme to extend todays challenges while being smooth bountiful to adapt to tomorrows turbulence. Organizational agility embodies both the proactive (innovative) and reactive (adaptive) nature of change Initially, mass & billing used to drive the...If you want to lend a fully essay, order it on our website:
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