This urge is natural: You want to ensure your strategy is bulletproof, and that the change will go smoothly. But this approach could lead to a plan that is obsolete by the time you implement it. <\/strong>All of the time and resources you spent on the strategic process will be for nothing.<\/p>\n\n\n\n Instead, companies should foster greater business agility and faster strategy execution.<\/p>\n\n\n\n Plotting out every small detail is not a productive approach to creating strategy. Doing so is too time-consuming and resource intensive. It also leads to rigid strategies that cannot react to unexpected challenges.<\/p>\n\n\n\n The most effective strategies function as flexible structures that guide action to achieve a goal.<\/p>\n\n\n\n Take the example of rock climbing.<\/p>\n\n\n\n When a climber is standing at the bottom of a mountain, she sees the end goal\u2014the peak\u2014and plans her ascent. She looks for areas that have good potential footholds and determines which areas she should avoid. But the climber\u2019s strategy is largely structural. There is no point in planning a precise path. Unless this is a route the climber has experience with, it will be impossible to determine each foothold from the bottom of the mountain.<\/p>\n\n\n\n The climber must be agile. Her strategy should be flexible and allow for game-time decisions based on situational factors. She isn\u2019t unprepared \u2014 she has the confidence to begin, and the know-how to navigate any obstacle.<\/p>\n\n\n\n In the past, it was standard procedure to develop meticulous strategies for any given objective. But in the era of digital transformation, in which rapidly evolving technologies can derail strategy overnight, there is little time or use for such planning.<\/p>\n\n\n\n Thus emerges the need to reimagine the way we perceive strategy, and subsequently, business.<\/p>\n\n\n\n Traditionally, organizations were seen as machines where every department\u2019s functions were rigid and defined. Management was hierarchical and teams operated in silos with little collaboration between them.<\/p>\n\n\n\n This structure makes change management<\/a> slow and adaptability difficult to achieve. It also tends to be bureaucratic, which hinders quick execution time.<\/p>\n\n\n\n In a recent report from McKinsey&Company<\/a>, the authors define a new business paradigm. Instead of machines, they compare organizations to living organisms. As an organism, the company\u2019s \u201cbackbone\u201d develops slowly over time, giving it stability. At the same time, the backbone supports dynamic movement and is adaptable to external forces.<\/p>\n\n\n\n This combination of stability and agility enables businesses to create, test, and execute strategy \u2014 with minimal risk.<\/p>\n\n\n\n Agile companies can move from strategy to execution fast because the traits that make them agile also support action.<\/p>\n\n\n\n Organizations with a high agility are more nimble, resilient, and efficient, according to McKinsey. They perform better under pressure, are more adept to responding to customer demands, and have a more engaged workforce.<\/p>\n\n\n\n Agile companies prioritize experimentation and implementation.<\/strong> They rely on collaboration, accountability, and communication to continuously execute short-term initiatives. When something is wrong, they deploy course-correcting measures to get on the right track.<\/p>\n\n\n\n Agile companies have fast and efficient decision makers.<\/strong> Agile leaders would rather act sooner based on probability than later based on certainty. While they solicit input from across the organization, they don\u2019t seek consensus. They make a decision, adjust it as needed, and move on.<\/p>\n\n\n\n They place a premium on transparency.<\/strong> Leaders make important information accessible to the organization. All team members are encouraged to share ideas and come up with innovative solutions to challenges.<\/p>\n\n\n\n Leadership is hands-on, but they aren’t controlling. Instead, leaders serve as visionaries and empower others<\/strong> to innovate, collaborate, and contribute ideas.<\/p>\n\n\n\n Technology plays an integral role in every aspect of an agile business.<\/strong> Companies with business agility use software to support decision making and flexibility. They ensure employees can use communication platforms, CRMs, and other software solutions to their fullest potential.<\/p>\n\n\n\n If they find this is not the case, leaders take steps to remedy the issue. Many companies have realized the value a Digital Adoption Platform (DAP)<\/a>\u00a0provides organizations that are struggling to use technology efficiently.<\/strong> With a solution like WalkMe, which provides on-screen, contextual guidance at the point of need<\/a>, you can streamline the software learning process and instantly raise employee productivity.<\/p>\n\n\n\n Companies that have an agile framework are better able to execute strategy faster and more effectively. Here are 5 tips to increase business agility and stability.<\/p>\n\n\n\nStrive for structure, not perfection<\/h2>\n\n\n\n
The key is knowing when to stop strategizing and when to start doing<\/h2>\n\n\n\n
![\"business](\"https:\/\/www.walkme.com\/blog\/wp-content\/uploads\/sites\/2\/2018\/03\/shutterstock_755640364.jpg\")
<\/figure><\/div>\n\n\n\nIn the digital age, strategy must be nimble and execution must be fast<\/h2>\n\n\n\n
Business agility has become the most important indicator of organizational health<\/h2>\n\n\n\n
![\"business](\"https:\/\/www.walkme.com\/blog\/wp-content\/uploads\/sites\/2\/2018\/03\/shutterstock_352303028-1.jpg\")
<\/figure><\/div>\n\n\n\nOrganizations with high business agility are inherently more strategic<\/h2>\n\n\n\n
Key traits of agile companies<\/h3>\n\n\n\n
Increase business agility to become more strategic<\/h2>\n\n\n\n
![\"change](\"https:\/\/www.walkme.com\/blog\/wp-content\/uploads\/sites\/2\/2018\/03\/shutterstock_380923129-2.jpg\")
<\/figure><\/div>\n\n\n\nThe takeaway<\/h2>\n\n\n\n