Agile direction requires a strategic framework to enable agile decision-making

• The direction is set as a ‘compass heading’ based on sets of testable beliefs about fundamentals
• A strategy is formulated as a multi-level set of decision-making frameworks nested in each other
• Strategic decision-making should be optimised for robustness in an uncertain environment
• Situational review, changes in overall intent and strategic priorities are driven by an appropriate operating rhythm

Agile execution requires delivery units to be connected with strategic intentions at all levels

• Teams at all levels to operate with high alignment and high autonomy (distributed decision rights and clear accountabilities)
• A strategy is conceived as a set of decision-making frameworks nested in each other enabling rapid decision-making
• Adapting actions at a low level is routine to maintain a steady course
• Changing direction should be unusual but not disruptive – by changing the high-level decision-making framework