How to make strategic conversations more AGIL

Abstract

Purpose

This article addresses the role of communication processes in the formulation and implementation of strategic planning. It seeks to delineate a structured approach to define the contents of strategic conversations among internal stakeholders, to achieve actionable outcomes.

Design/methodology/approach

This paper employs a theoretical approach, derived from Talcott Parsons’ AGIL framework, to conceptualize the contents of strategic conversations in a systematic way. Several examples are proposed to illustrate this framework.

Findings

Conversations among internal stakeholders in organizations, to be deemed strategic, should be orientated towards the formulation and implementation of priorities, procedures, prospective sensemaking and value patterns, as well as the media of interaction connecting them.

Originality/value

This paper offers original insights for practitioners and scholars aiming to comprehend strategic value in communication processes, thanks to Parson’s theoretical views, which have been seldom used in the strategic management literature. Our framework has the originality to offer a more comprehensive and systematic view of the topics making conversations strategic in organizations.

Citation

Duhamel, F. and Niess, A. (2024), "How to make strategic conversations more AGIL", Journal of Strategy and Management, Vol. 17 No. 4, pp. 469-485. https://doi.org/10.1108/JSMA-03-2024-0055