How can strategy implementation become agile?

Purpose Competitiveness, speed and uncertainties imply a less rigid management style. Agile project management contemplates this need. This study aims to understand the main problems that hamper the strategy development and deployment process and proposes an agile framework for this process. Design/methodology/approach The findings and framework are based on 39 semi-structured interviews within an automotive company with a complex and multifunctional strategy deployment process. Data was processed by means of inductive content analysis. Findings The results revealed six categories of problems: connection of the meetings, process, integration, strategy mentality, communication and information quality, each one with various dimensions. The proposed agile framework addresses these categories. Originality/value Literature discusses how companies can become more agile; however, few studies connect agile methodologies to strategy processes. The originality of this paper lies in the practical application and operational adaptation of agile principles to strategy deployment.