crystal dynamic business canvas
TRANSCRIPT
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Frederic Moreau, President, PÖL Digital
AGILE STRATEGY MANAGEMENTIN A TURBULENT WORLD
Agile enterprises• Montréal •
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@frederic_moreau
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Agile enterprise enabler, bringing business performance to the next level through #strategy #leadership #innovation workshop facilitation and coaching
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SUMMARY
• Why agile strategic management?
• Introducing the Crystal Dynamic agile strategy model
• How to use Crystal Dynamic?
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1. WHY AGILE STRATEGIC MANAGEMENT?
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NEW MARKET ENVIRONMENT
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• Volatile
• Uncertain
• Complexe
• Ambiguous
• Ending (business cycles)
• Individual
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PERFORMING IN THE TURBULENCETHE AGILE ANSWER
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• An Agile Enterprise is a group of people who anticipate and dynamically adjust to the ongoing changes in the environment in order to reach a common goal for which the meaning is shared
Vision
Collaboration Anticipation
FastCost-effective
Value creation driven Total satisfaction
Iterations
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TRINITY OF ORGANIZATIONAL AGILITY
Leadership agility
Execution agility
Strategy agility
Agile enterprise
Projects
Operations
Results
Direction
Culture
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ISSUES WITH STRATEGIC PLANNING
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• 96% of businesses worldwide operate without strategy• 78% of those who have formulated a strategy workout their strategic plan once a
year, although markets move every10 days on average• The vast majority define their strategy within small groups of people (executive
boards) and do not benefit from the collective intelligence of a broder group of employees
• As a consequence of the above, there is little strategic alignment within most organizations, small or large
• 250 man/days is the average cost of an annual strategic planning exercice involving executive board members, excluding extra cost of additional people involved like potential consultants
• Within large companies, an annual strategic planning exercice takes between1 to 2 months to be produced, with an additional 1 to 3 month decision making process.
• For all the reasons above, the exercice most often turn into a budgetary exercice where the way to reach newly set objectives are not clearly articulated
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METHODS AND TOOLS EXIST TO PRODUCE DESIRE OUTPUTS FASTER; E.G.
Business Model Generation (Alex Osterwalder )
Lean Startup(Eric Ries)
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Balanced Scorecard(Robert S. Kaplan)
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BUT THERE IS A GAP BETWEEN LEAN TOOLS DESIGNED TO INNOVATE AND STRATEGIC PLANNING TOOLS HELPING ESTABLISHED
COMPANIES DECIDE UPON THEIR NEXT DEVELOPMENT STEPS
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InnovationCreation of a business value (new company, business unit, product, service, or process)
Strategic planning methods designedfor established businessesmarket analysis, business modeling,strategies, financial planning, etc.
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INTRODUCING CRYSTAL DYNAMIC THE AGILE WAY TO MANAGE A BUSINESS STRATEGY
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BENEFITS OF THE CRYSTAL DYNAMIC MODEL
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• Align opinions, strategic directions and actions using a collaborative approach
• Increase the quality of the final result by using the collective intelligence
• Accelerate the production process of the strategic planning exercice
• Reduce time spent by executive members• Deliver a practical tool and simple method to prioritize
actions in a fast-changing and complexe market environment
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CRYSTAL DYNAMIC® BUSINESS CANVAS
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INITIAL PROCESS TO CRYSTAL DYNAMIC®(SPRINT ZERO)
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1 2 3
BusinessModel
Marketanalysis
Agile strategy& actions
(canvas #1) (canvas #2) (canvas #3)
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Financialperformance(canvas #4)
Iterations to ensure canvas alignment
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STEERING YOUR STRATEGY THE AGILE WAY
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Enterprisestrategy
Crystal Dynamic canvas
2 to 4 weeks action release timing
Short Daily meetups
Sprint zero
Results assessment
Actionbacklog
Iterations
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CCD#1 - THE BUSINESS MODEL
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A profitable set of processes by which your company creates value, delivers this value on its market, and
capture a value in return
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CCD#1 - BUSINESS MODEL BLUEPRINT
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CCD#2 - MARKET ANALYSIS
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Business intelligence starts with the knowledge of its market
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THE « PESTO » SWOT ANALYSIS
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Economy&competition
Thinkaboutyourindustry;i.e.overallrevenuesgenerated,clients,users,prospects,competitors,andpartners.Whatarethetrendsinyourmarket?Whatarethemainchallengesitiscurrentlygoingthrough?Whatareitsmainstrengths?Findreliabledataaboutyourmarket(volume,pro>ile,behavior,pain,needs,expectations),andusethemtodrawupyourconclusions.
Social&userexperience
Howisyourindustryimpactedbysocialtrends;i.e.thewaythesocietyoperatesandthepsychologicalfactorsthatcanbeassociatedtocurrentbehaviors?Arethereanysuccessfuldevelopmentsintermsofuser/clientexperiencesyoucouldbene>itfrom?Whichmarketdatadoyouhavetomeasurethesesocialtrends,opportunitiesandthreats?
Political&legal
Isyourmarkethighlyregulated?Bywhom?Howdecisionstakenbythelegal&justiceauthoritiesmayimpactyourindustry?Whoaretheorganizationsthatin>luenceorexertpressurefromtheauthorities?Forwhatpurpose?Doyoufaceanylegallimitationstooperateonyourtargetmarkets?Howtotakeadvantageofthisenvironment?
Technology&tools
Howtechnologiesandexistingsystemsimpactyourmarket?ThinkofthetechnologiesandITsolutionsneededtobuildandmaintainITinfrastructures,theadministratorsideofsoftwares(back-end)andtheusersideofit(front-end).Isthiscurrentenvironmentmeetingthedemandofthemarket?Whatcanbeconsideredasthemajoradvantageanddisadvantageofthetechnologicalenvironmentinyourindustry?
Yourorganization
Isyourcompanystructuredandorganizedeffectivelytomeetthedemandofyourmarketandmaintainitscompetitiveadvantage?Whatarethestrengthsofyourorganizationinthiscontext,andwhichonesrequireimprovementorchange?
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CCD#2 - MARKET ANALYSIS
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CCD#3 - THE STRATEGY
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A strategy is a set of movements (actions) that a company decides to make expecting the benefit to outweigh the resources
committed to implement these actions.
It is the direction you take with your business.
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THE AGILE STRATEGY
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The ability to change directions quickly all together within the organization to seize the right opportunity
• It focuses on the most important actions to achieve right now in each of the 10 core areas of business strategy
• When an action is completed, evaluate results and decide the next action to implement while taking into account potential changes in the market environment
• Iterate the process permanently
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THE CRYSTAL DYNAMIC MODEL SUGGESTS THERE ARE ONLY 3 POSSIBLE STRATEGIES, AND THEY ADD UP
Dominate
Adapt
Innovate
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To do well what we are supposed to do to (and do it as brilliantly as possible)
To change what needs to be changed in order to remain align with internal or external changes and needs
To create a solution to solve o problem or obtain a gain, seize a new market opportunity
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CCD#3 - AGILE STRATEGY
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CCD#4 - FINANCIAL PERFORMANCE
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OPEXCAPEX Profits
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Revenues
ActivitiesConsumers
PERFORMANCE INDICATORS IN A VISUAL DIAGRAM FOR EASIER READING AND ADJUSTMENT
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CCD#4 • FINANCIAL PERFORMANCE
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EVALUATE RESPONSES FROM 0-3 TO ALIGN MORE EASILY OPINIONS AND VISIONS
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3 = I AM / WE ARE FULLY SATISFIED WITH MY/OUR OUTPUTS 2 = I AM / WE ARE SATISFIED WITH MY/OUR OUTPUTS 1 = I AM / WE ARE A BIT DISSATISFIED WITH MY/OUR OUTPUTS 0 = I AM / WE ARE VERY DISSATISFIED WITH MY/OUR OUTPUTS
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3. HOW TO USE CRYSTAL DYNAMIC?
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DO-IT-YOURSELF
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Editable canvas can be used and dowloaded for free on Google Drive• English version here http://bit.ly/1Snebr0
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ONLINE ADVISORY SESSION
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Online forms ProfilesAlignment
Populate online canvas
Stratégie agileCanevas Cristal Dynamique #3
Conçu pour : Auteur : Date :
Itération #
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Les gabarits du modèle Cristal Dynamique sont sous licence Creative Commons Attribution-ShareAlike BY PÖL Digital, www.poldigital.com - Attribution CC-BY 4.0 International
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Actionsstratégiques
Dates delivraison
Résultatsattendus
Stratégie dedomination
Stratégied’adaptation
Stratégied’innovation
Votremarché Texte Texte Texte
Produits& Services
Ventes &monétisation
Prix & conditions
Technologie& systèmes
Production & fabrication
Distribution& logistique
Communication& promotion
Equipe & organisation
Finances &comptabilité
Choix rationnel
Choix intuitive
Placez les pastilles bleues ou rouges au-dessous de la stratégie de votre choix, puis indiquer l’action que vous allez réaliser pour exécuter cette stratégie.
Diagnostic & advisorysession through videoconference
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WORKSHOPS
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Intra-entreprise workshop Multiple-entreprises workshop(for entrepreneurs)
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THANK YOU
FOR ANY QUESTION OR SUPPORT, CONTACT
Frederic MoreauMontréal, QC, CanadaCell.: +1 514 503-3357 - [email protected]