This is Dan Montgomery's Typepad Profile.
Join Typepad and start following Dan Montgomery's activity
Join Now!
Already a member? Sign In
Dan Montgomery
Boulder, Colorado
OKR and Strategic Agility Coach and Trainer
Interests: OKRs, Strategic Agility, Innovation, Balanced Scorecard, Lean Strategy, Agile Project Management
Recent Activity
Image
At Agile Strategies we apply the lessons of both Agile software development and organizational learning to the whole enterprise, particularly the process of formulating and deploying strategy. Here are the guiding principles we work with: #1: Sense and respond An agile organization senses and responds to disruption and opportunity in... Continue reading
Posted Oct 9, 2017 at Agile Strategies
Image
A few years back I took up cycling, after not having ridden a bike since I was in junior high school. Boy have things changed! I learned a principle I had never heard of back when I rode my 3-speed Schwinn Tiger to school. It’s called cadence. A modern bike... Continue reading
Posted Sep 25, 2017 at Agile Strategies
Image
One of the key differences between the agile approach to strategy and traditional approaches is that time is treated as a scarce resource. Yes, business cases consider the so-called “time value of money” via discounted cash flows. Assuming that the discount rates used are accurate (which is a big assumption... Continue reading
Posted Sep 18, 2017 at Agile Strategies
Image
Let’s admit it. We hate uncertainty. It’s very uncomfortable. In our culture, we get rewarded for confidently knowing the answers, or at least pretending to. As a result, we tend to have what Hugh Courtney called a “binary” view of uncertainty. When it comes to strategy, we either assume that... Continue reading
Posted Aug 27, 2017 at Agile Strategies
Image
In recent years, many of us in the strategy field have been evolving the idea of a “strategy management system.” There are those who have taken a look at OKRs and have dismissed this approach because it doesn’t include all the detailed steps they believe should be included. The implication... Continue reading
Posted Aug 19, 2017 at Agile Strategies
Image
In a knowledge economy, ideas and information drive value creation. This makes communication a critical business process. As Larry Bossidy and Ram Charan put it in their still relevant 2002 best-seller Execution: The Discipline of Getting Things Done: “Dialogue is the core of culture and the basic unit of work.... Continue reading
Posted Aug 11, 2017 at Agile Strategies
We celebrated the first annual Business Agility Conference February 22-25 at the Marriott Marquis Times Square in New York. Conceived by Evan Leybourn and a hardy crew of organizers, this event was a sold-out success for a first conference of its type, generating huge buzz at #bizagility17. Continue reading
Posted Mar 2, 2017 at Agile Strategies
Image
Agile practices have emerged because time-to-market is of the essence in today’s business environment. Agility is a collaborative game, integrating outside-in thinking about your market, top-down thinking about strategic intent, and bottom-up action to make it all practical. OKRs are the engine that moves the game forward. Continue reading
Posted Sep 28, 2016 at Agile Strategies
Strategic planning is something that’s usually done among executives and consultants at an off-site retreat. We need a way to get a broad and diverse cross section of your people involved in the process. How could that work? Continue reading
Posted Jun 16, 2016 at Agile Strategies
Image
Flow isn’t that big a mystery, it’s something we’ve all experienced. Maybe you’ve had the experience of being on a good team, where there was just the right combination of challenge, discipline, and playfulness at the same time. Is it possible to apply flow to the way we organize our working lives? Here are five practices that can get you and your team in the flow: Continue reading
Posted Mar 29, 2016 at Agile Strategies
Image
In fast moving industries, strategy is becoming leaner and more iterative. Strategy can’t predict, let alone control the future – it’s a hypothesis about how to succeed, but the actual path forward must adapt to change and disruption continuously. Rather than a detailed plan that inevitably decays as soon as it’s written, a “minimum viable strategy” addresses only the foundations: purpose, values, and a handful of priorities. The execution of the strategy is a continuous process of sensing and responding to change, involving the whole workforce. Continue reading
Posted Jul 26, 2015 at Agile Strategies
Image
“Agile” is a software development methodology that offers great improvements in customer value and time to market. Then there’s something called “strategic agility,” which is the capacity of the whole enterprise to sense and respond to change nimbly and powerfully. Are these the same thing? Yes and No. Continue reading
Posted Apr 16, 2015 at Agile Strategies
Image
In balanced scorecard organizations, it’s all too easy to come up with more initiatives than we can get done. Agile portfolio management is a great way to ensure that you tackle a manageable number of initiatives at a time. In turn, agile portfolio management is a great way to deliver value faster, but without the longer-term perspective of a balanced scorecard, it lacks strategic focus. Were these two tools made for each other? Continue reading
Posted Jan 21, 2015 at Agile Strategies
Image
In much of our lives, especially at work, we feel overwhelmed with constant intrusions of information we don’t want, and a feeling that we’re not getting to all the things we should be doing. We can’t make complexity go away, but maybe we can do something to ride it – to surf it like a wave. Often the big problem with complexity is not the complexity itself, but the way we experience it. Continue reading
Posted Jan 8, 2015 at Agile Strategies
Image
Mindfulness isn’t just about stress reduction, it's about cultivating "inner agility." By shining a light on our patterns of thinking, it can help us challenge stale mental models and gain fresh insights. These are important foundations for agile business – the ability to sense threats and opportunities and respond creatively. Continue reading
Posted Dec 26, 2014 at Agile Strategies
Image
Sun Tzu said the greatest enemy a leader can have is fixation. Fixation could be defined as treating our unconscious assumptions about the world as if they were fact. Not the guesses or stale thinking they might actually be. Inner agility is about asking powerful questions rather than having all the answers. Continue reading
Posted Dec 18, 2014 at Agile Strategies
Image
I started working with balanced scorecard in 2001. I find that it continues to evolve as a useful management tool because of a few core ideas that have stood the test of time. But we need to breathe life into the scorecard to meet today’s rapidly changing markets. Continue reading
Posted Sep 4, 2014 at Agile Strategies
Image
I love maps. As a kid, I used to make up imaginary countries, drawing and redrawing maps with a pencil and eraser. Unfortunately I was born too soon to fully take advantage of Sid Meier’s Civilization games. I even ran a GIS (Geographic Information Systems) business for several years. Even... Continue reading
Posted Apr 30, 2014 at Agile Strategies
Dan Montgomery has shared their blog The Agile Strategist
Mar 13, 2014
Image
The first known strategy consultant lived in ancient China. His name was Sun Tzu, and he lived during a chaotic period called the Warring States. He hired himself out as a military planner and trainer for various warlords. Business was good — there were lots of wars. He wrote a... Continue reading
Posted Mar 6, 2014 at Agile Strategies
Dan Montgomery is now following The Typepad Team
Mar 6, 2014