Nokias roller coaster experience教程.pdf

The Dynamics of Strategic Agility: NOKIA’S ROLLERCOASTER EXPERIENCE Yves Doz Mikko Kosonen o CEOs, strategic agility is a conundrum. Being strategic evokes peering far into the future, making strong choices and holding firm commitments, unwaveringly deploying resources to implement Tthem, and having every senior executive single-mindedly and indi- vidually dedicated to achieving them. In contrast, being agile evokes staying nimble and flexible, open to new evidence, always ready to reassess past choices and change direction in light of new developments, and willing and able to turn on a dime. In an agile company, top management constantly adjusts courses of action and development trajectories and does not satisfy itself with periodic strategy reviews. Agility is at an increasing premium. A former president of Nokia captured the point succinctly: “Five to ten years ago, you would set your vision and strategy and then start fol- lowing it. That does not work any more. Now you have to be alert every day, week, and month to renew your strategy.”1 Indeed, strategic agility has become a real-life, hard-to-resolve contradic- tion for corporate leaders and their executive teams. Strong strategic commit- ments may help companies gain momentum toward ambitious objectives, but paradoxically may also lead a company to develop inertia or to be wrong-footed when technological disruptions occur, market circumstances change, or unex- pected competitors appear. They are vulnerable to discontinuities.2 Some fade away, some are acquired or disappear (Digital, Polaroid, and Wang), others go through massive downsizing, extensive turmoil, and transformation (IBM, The authors are indebted to José Santos for comments on an earlier draft and helpful suggestions about how to develop our argument. They are also grateful to Domi