COME CAMBIARE, INNOVARE, E PRODURRE VALORE RAPIDAMENTE, IN AMBIENTI SOTTOPOSTI A COSTANTE TURBOLENZA

@EMILIANOSOLDI#BIZTRIATHLON

BUSINESS TRIATHLON

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Ehi!It’s Me!!

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SWIMSTRATEGIC EXPLORATIVEBALANCING

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BYKE EMERGENT STRATEGY/TACTIC

TECHNICAL TEAR-AND-GO

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RUNPRAGMATICCONSOLIDATIONCONSTANT PACE

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TRANSITIONCHECK POINTADAPT TRANSFORM

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O HAT

Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo.CAN’T YOU SEE?!

EVERYTHING IS CHANGING, FASTER THAN EVER!

DISRUPTION

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STRATEGY VS EXECUTIONHOW CAN WE STRONGLY LINK

DEMAND VS CAPACITYHOW CAN WE MATCH

RUN BIZ VS CHANGE BIZHOW MUCH EFFORT SHOULD WE DEDICATE

THE PROBLEM

CAN THE LEARNING FROM TRIATHLON,HELP TO DELIVER BETTER BUSINESS

RESULTS IN THIS TURBULENT WORLD?

THE SOLUTION

ON YOUR MARKS,GET SET,

GO!13

TRIATHLON BUSINESS APPROACHHIGH LEVELSTRATEGYVISION

SWIM LEAN STRATEGY

EMERGENTSTRATEGYTACTICBIKE LEAN START-UP

PRAGMATISMDELIVERRUN AGILE

TRANSFORMTRANSITION CHANGE MANAGEMENT

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POSITIONINGTHE ORGANIZATION EXAMINESITS STRENGHTS, OPPORTUNITIES,

WEAKS, THREATS, RESOURCESAVAILABILE AND CAPABILITIES.

HIGH LEVEL STRATEGYSENIOR MANAGEMENTAGREES UPON AN HIGH LEVEL

STRATEGY BASED ONCOMPANY'S VISION, VALUES,

OBJECTIVE AND SCOPE.

LEAN PORTFOLIO MANAGEMENTTHE INITIATIVES ARE FUNDED ACCORDINGTO STRATEGIC THEMES, THEN ANALYZEDAND PRIORITIZED ACCORDING TO LEANPORTFOLIO MANAGEMENT APPROACH.

LEAN STRATEGY

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DURING THE LEARN PHASEDATA IS ANALYZED

ASSESSING PROGRESS ANDRESULT ACCURATELY AND

OBJECTIVELY.

THE BUILD TRANSFORMS IDEASINTO PRODUCTS, BUILDING A FEWBUT IMPORTANT FEATURES IN AMINIMUM VIABLE PRODUCT(MVP) AND RELEASING IT TO THE

CUSTOMERS.

THE MEASURE PHASE MEANSGATHERING PRECISE DATAABOUT PRODUCT USAGE.

LEAN START-UP

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WHEN COMPLETED THEBUILD-MEASURE-LEARN CYCLE, IT'S TIME TO CHECK THE RESULTS

AGAINST INITIAL HYPOTHESIS AND DECIDETO PIVOT IF IT’S FALSE,

OR PERSEVERE IF STILL VALID.

PIVOTING

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VALUESINDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLSWORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION

RESPONDING TO CHANGE OVER FOLLOWING A PLAN

AGILE

ITERATIVE & INCREMENTALPRODUCT DEVELOPMENT

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CHANGE MANAGEMENT

THE GOAL OF CHANGE MANAGEMENTGIVE SUPPORT AND TOOLS

TO LET AN ORGANIZATION IMPROVEBY ALTERING HOW WORK IS DONE

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CHANGE MANAGEMENT

CHANGE MANAGEMENT IS THE ART OF USINGAPPROACHES, TOOLS, TECHNIQUES AND PROCESSES

TO MANAGE THE PEOPLE SIDE OF CHANGETO ACHIEVE A REQUIRED BUSINESS OUTCOME.

CHANGE MANAGEMENTINCORPORATES THE

ORGANIZATIONAL CAPABILITIESTHAT CAN BE UTILIZED TO HELP

INDIVIDUALS MAKE SUCCESSFULPERSONAL TRANSITIONS

RESULTING IN THE ADOPTION ANDREALIZATION OF CHANGE.

AGILEAGILEAGILE

LEAN STRATEGYLEAN STRATEGYLEAN STRATEGYBIZ TRIATHLON

POSITIONING(SWOT)

RESOURCESCAPABILITIES

AGILE/LEAN PORTFOLIO

CORE VALUESVISION

LEAN START-UPLEAN START-UPLEAN START-UPVALIDATION

PRODUCT<>MARKETFITOUTLINEBIZ MODELOUTLINEROADMAP

DISCOVERYPROBLEM<>SLUTIONFIT

PROTOTYPINGPROPOSEDMVPKEY METRICS

ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT

H.L STRATEGYSTRATEGIC THEMESBUSINESS DRIVERS

INVESTMENTS

Pivot

AIT Y OMPANYS OT A TART P

TODAY, STRUCTURES AND CULTURESBUILT OVER THE PAST CENTURY,

CAN NO LONGER KEEP UP.

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TURN ON A DIME, FOR A DIMECHANGING, FASTER, AT LOW COST.

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ELLIRTUALIZE ECOUPLE

TTHE KOTTER MODELAccelerate’s 8-Step Process

A well structured hierarchy, with heavy managerial processes can produce reliable and efficient results on a weekly, quarterly or annual basis. Such an operating system lets people do what they know how to do, exceptionally well.

THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)

WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT

TO THE EXISTING HIERARCHY.

SECOND OPERATING SYSTEMTHIS NETWORK BASED OPERATING SYSTEM COMPLEMENTSRATHER THAN OVERBURDENS THE HIERARCHY, FREEING

THE LATTER TO DO WHAT IT IS OPTIMIZED TO DO.

TWO SYSTEMS, ONE ORGANIZATIONTHE NETWORK AND THE HIERARCHY MUST BE INSEPARABLE, WITH A CONSTANT FLOWOF INFORMATION AND ACTIVITY BETWEEN THEM, AN APPROACH THAT WORKS IN PART

BECAUSE THE VOLUNTEERS IN THE NETWORK ALL WORK WITHIN THE HIERARCHY.

1° OPERATING SYSTEMFUNCTIONAL HIERARCHY

2° OPERATING SYSTEMSTRATEGY NETWORK

IT ACTUALLY MAKES ENTERPRISES EASIER TO RUNAND ACCELERATES STRATEGIC CHANGE.

THAT SECOND OPERATING SYSTEM, IS DEVOTED TOTHE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY,

THAT USES AN AGILE, NETWORK-LIKE STRUCTUREAND A VERY DIFFERENT APPROACHES.

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XLR8XLR8XLR8

AGILEAGILEAGILE

LEAN STRATEGYLEAN STRATEGYLEAN STRATEGYBIZ TRIATHLON

POSITIONING(SWOT)

RESOURCESCAPABILITIES

AGILE/LEAN PORTFOLIO

CORE VALUESVISION

LEAN START-UPLEAN START-UPLEAN START-UPVALIDATION

PRODUCT<>MARKETFITOUTLINEBIZ MODELOUTLINEROADMAP

DISCOVERYPROBLEM<>SLUTIONFIT

PROTOTYPINGPROPOSEDMVPKEY METRICS

ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT

NEVER LET UP + INSTITUTIONALIZE CHANGE

CAPABILITIESCAPABILITIESNEWNEW TECHNOLOGYMASTER DATABIZ TRANSFORMATION

TALENTSCULTURE

EXECUTE

MOBILIZED LEADERSHIP2ND OPERATING SYSTEM

REMOVE BARRIERS

PREPAREPURSUINGBIG OPPORTUNITY

GUIDING COALITIONCREATE URGENCY

H.L STRATEGYSTRATEGIC THEMESBUSINESS DRIVERS

INVESTMENTS

Pivot

EHI YOU!DON’T YOU THINK THAT, AS A CHANGE AGENT, YOU SHOULD FURTHER DEVELOP THESE ATTITUDES?

Be AgilePracticeBe PassionateBe Persistent

LearnBe BoldMultidisciplinary Study

WELL, LET’S PRACTICEBIZTRIATHLON TOGETHER!THANK YOU!

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