normann’s reframing process and the strategy lab process
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www.handels.gu.se
Dr. Fredrik Lavénfredrik.laven@handels.gu.se Researcher at the Department of Business Administration and GRI Management Consultant at NormannPartners
Normann’s Reframing Process and the strategy lab process
2011-11-09Fredrik Lavén
www.handels.gu.se2011-11-09Fredrik Lavén
The reframing process
What business arewe in? Who are we?
What business could we be in? Who could we be?
What business should we be in? Who should we be?
Closing and focusing phase
Opening anddistancing phase
(Source: Normann, 2001)
www.handels.gu.se
The crane – a tool for reframing business
2011-11-09Fredrik Lavén
Historical searchfor driving forces and
distinctive competences
Vision
Businessidea
Strategy
Action plan
Analysis ofcontextualdomains,customers& invaders
S1S2
S3S4
Conceptualpast
Conceptualfuture
Level ofsystem
logic
Thetacit
(Source: Normann, 2001)
www.handels.gu.se2011-11-09Fredrik Lavén
The crane – a tool for reframing business
Historical searchfor driving forces and
distinctive competences
Vision
Businessidea
Strategy
Action plan
Analysis ofcontextualdomains,customers& invaders
S1S2
S3S4
Conceptualpast
Conceptualfuture
Level ofsystem
logic
Thetacit
(Source: Normann, 2001)
www.handels.gu.se
Historical driving forces and what we are• Exploring business ideas and distinctive competences
(both in company and in business system)
• Historical search for driving forces that have shaped the present – what have been key events and factors and how are they related?
2011-11-09Fredrik Lavén
www.handels.gu.se2011-11-09Fredrik Lavén
The crane – a tool for reframing business
Historical searchfor driving forces and
distinctive competences
Vision
Businessidea
Strategy
Action plan
Analysis ofcontextualdomains,customers& invaders
S1S2
S3S4
Conceptualpast
Conceptualfuture
Level ofsystem
logic
Thetacit
(Source: Normann, 2001)
www.handels.gu.se
Upframing
• Exploring the wider business system – what are the key inputs?
• What are the key value creating process in the customer context of use?
• What does the value constellation look like?• Who are the dominant players, innovators, and
invadors? And what do they do?
2011-11-09Fredrik Lavén
www.handels.gu.se
Changes in the contextual environment • Economic development and globalization• New technologies• Changing demographics and social values• Geopolitical shifts• Environment and climate• Regulation and legislation
Exploring how does this affect customers, competitors and collaborating partners, and what opportunities and threats does this have?
2011-11-09Fredrik Lavén
www.handels.gu.seFredrik Lavén
2011-11-09
www.handels.gu.se2011-11-09Fredrik Lavén
The crane – a tool for reframing business
Historical searchfor driving forces and
distinctive competences
Vision
Businessidea
Strategy
Action plan
Analysis ofcontextualdomains,customers& invaders
S1S2
S3S4
Conceptualpast
Conceptualfuture
Level ofsystem
logic
Thetacit
(Source: Normann, 2001)
www.handels.gu.se
The strategy labs
• SL1: Entering the lab, forming groups, beginning work
• SL2: Who we are (competences, business idea and historical drivers of change
• SL3: Upframing (mapping value constellations, analyzing customers, dominant actors, innovators, invadors, etc.)
• SL4: Scenarios (scenario planning and exploring drivers of change and their strategic implications)
• SL5: Literature seminar (reading is necessesary for learning and inspiration)
• SL6: Drafting strategies (presenting first strategic recommendations based on analysis, discussing draft reports)
• SL7: Final presentation (to an imagined client)
2011-11-09Fredrik Lavén
www.handels.gu.se
The crane – a tool for reframing business
2011-11-09Fredrik Lavén
Historical searchfor driving forces and
distinctive competences
Vision
Businessidea
Strategy
Action plan
Analysis ofcontextualdomains,customers& invaders
S1S2
S3S4
Conceptualpast
Conceptualfuture
Level ofsystem
logic
Thetacit
(Source: Normann, 2001)
SL 2Who we are
SL 3Upframing SL 4
Scenarios
SL 6Drafting strategy
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