What our students say

“This is a revolutionary look at both strategy and agile and I highly recommend you exploring this course. ”

Myles Hopkins, Founder, Be Agile

“If you are looking for ways to advance innovative ideas and business models within your existing organization, this process will help you to align with your team, map out all the business capabilities needed for each relevant problem or opportunity, and to build an iterative process to explore and advance change with your teams in a flexible manner. Plan, test, review & adapt, proceed... ”

Karen Chovan, Founder and CEO, Enviro Integration Strategies, Saskatchewan, Canada Chair, Environmental and Social Responsibility Society, Canadian Institute of Mining, Metallurgy and Petroleum

“Larry Cooper and Dan Murphy, curators of the course introduced us to the concepts and plays that are simple, outcome based and powerful in bridging the gaps in strategy to execution. Lean-Agile Strategy harnesses an Agile mindset and utilizes the creation of Shared Context in Motion that continuously closes the context chasms between and among: Strategy and execution Senior leadership teams and execution teams; Organizational stovepipes; You and your partners in your external ecosystem ”

Yasmeen Baig, Toronto, Canada

“My biggest “ah ha” moment from the course was when I was able to recognize a major issue within my organization that I had not noticed before. LAS gave me the tools to widen my field of vision that brought it forward.”

Ken Lacroix, Manager, Manager PIO ECC, Government of Canada

“Lean-Agile Strategy shows us how to better define strategic vision, identify constraints, select opportunities and to create an environment of mutual trust required at all levels for executive strategy to become a concrete reality. Without getting bogged down in fads and purist theories, this approach shows how teams can adapt and apply the most practical elements of the business community’s leading process improvement methodologies. It enables leaders and their teams to take purpose-defined action based on a unified understanding of strategic intent. It then allows them to tackle organizational impediments and exploit opportunities to confidently advance their transformation agenda through experimentation and data-backed insights. I would highly recommend Lean-Agile Strategy to anyone who wants to get shit done. ”

Gabriella O’Rourke Strategic and Operational Advisor - Morneau Shepell

Course Description

Ever wonder why the Strategy to Execution gap exists? Ever been part of an Agile team, yet still had to produce all of the same old documentation? Ever wonder why Business Outcomes are often cited, but rarely defined or ever achieved? Ever wonder why we can't seem to get everyone on the same page?

This course introduces you to the core concepts in Lean-Agile Strategy, an approach that not only answers these and many more questions, but also shows you what you can do about it.

Who is this course for?

  • Leaders who need their organizations to become more adaptive and agile

  • Agile coaches who have realized that a whole-of-organization approach is needed for true transformation

  • People in organizations who will be attending internal LAS Workshops

  • Busines Analysts, Functional Managers, Project Managers, Program Managers, Portfolio Managers, PMO Leaders, Individual contributors

  • Anyone who intends to acquire any of the other LAS designations

Course Structure

LAS-F is a self-paced course that explains each of the core concepts in each of the Plays in Lean-Agile Strategy. The Creators of Lean-Agile Strategy not only walk you through each of the concepts, they also provide you with personal experiences and insights. The course also includes our eBook Agile Strategy: Building adaptability into your organization's DNA, co-published with the Business Agility Institute.

Learning Outcomes

Lean-Agile Strategy: Foundation provides an overview of what a Strategic Discovery approach looks like and how it is different from Strategic Planning

  • Why Lean-Agile Strategy helps us understand why traditional organizations are structurally flawed as well as understand how to make sense of the tens of agile and management frameworks in the market

  • Why many of the core concepts in Lean-Agile Strategy are already known and why they are also often used in the wrong ways and in the wrong order

  • The meaning of Strategic Intent, and why it is so fundamentally different from traditional strategic planning approaches

  • Why most organizations and teams start at step 7 in the strategic discovery process and why that is fatal to projects

  • Why Business Outcomes and Customer Impacts are different, why both are necessary, and how they can be iteratively and incrementally achieved

  • Why it is important for organizations to move from supply-chains to Business Ecosystems and the ways in which it can help organizations become more agile and adaptive

  • Why the Strategic Discovery approach in Lean-Agile Strategy operates on a 90-day cadence

  • Why Context Curation is the new superpower for leaders and teams as well as how to develop and sustain shared context within and across organizational boundaries

Course curriculum

  • 1
  • 2

    Play 1: Visualize Strategic Intent

    • Lesson 1: What is Strategic Intent?

    • Lesson 2: Where are we going and why?

    • Lesson 3: What Problems do we need to solve?

    • Lesson 4: What Opportunities can we exploit?

    • Lesson 5: Who would care we did something and why?

    • Lesson 6: Wrap-up

    • Questions to be answered

  • 3

    Play 2: Visualize Possible Solutions

    • Lesson 1: Why Possible Solutions

    • Lesson 2: Business Outcomes

    • Lesson 3: Business Capabilities

    • Lesson 4: Supporting Assets

    • Lesson 5: Wrap-up

    • Questions to be answered

  • 4

    Play 3: Visualize Ecosystems

    • Lesson 1: What is a Business Ecosystem?

    • Lesson 2: Business Ecosystems and Lean-Agile Strategy​

    • Lesson 3: Wrap-up

    • Questions to be answered

  • 5

    Play 4: Visualize Flow of Value

    • Lesson 1: Why does sequencing matter?

    • Lesson 2: Lesson 2: How do we sequence the work?​

    • Lesson 3: Wrap-up

    • Questions to be answered

  • 6

    Play 5: Continuous Value Creation

    • Lesson 1: How do we continuously create value?

    • Lesson 2: Why is making a transition so hard?

    • Lesson 3: Wrap-up

    • Questions to be answered

  • 7

    Play 6: Shared Context Retrospective

    • Lesson 1: How are LAS Retrospectives different?

    • Lesson 2: Planning the next 90-day Cycle​

    • Questions to be answered

  • 8

    Course Wrap-up and Next Steps

    • Course Wrap-up and Next Steps

Check out the rest of our Curriculum and save

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