Organizations face a key challenge. Changes in their environment are relentless, risky, and rewarding. Implementation teams cannot execute fast enough without creating new costs and risks. Risk aversion kicks in and discourages the pursuit of bigger and bolder ideas, especially in cultures and environments requiring consensus across several stakeholder groups. Processing change is therefore a key capability and a critical concern of the agile enterprise.
Implementing policy and strategy requires coordination between organizational layers, boundaries, and stages, distributed across time and space. Doing a good job requires a variety of knowledge, skills and experiences, distributed across several functions and disciplines. Everyone has to be on the same page, from ideas to concepts, and from concepts to ‘code’ – instructions anyone in any team or layer can interpret, regardless of their function or discipline, and whether human or machine.
Thus the idea of the strategic narrative.