enterprise re novation january 2013
DESCRIPTION
A transition driven approach to enterprise strategyTRANSCRIPT
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Re-novating Our Enterprise
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AN EARLY AND IMPORTANT CHOICE TO MAKE
1. HOW DO WE SEE THE FUTURE?
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EMOTIONS SHAPE OF SENSE OF FUTURE
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Feel Good Optimism Belief in Higher Power
Belief in Destiny
Belief in Progress
Good Luck
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Feel Bad Pessimism Fear of failure
Self Limiting Beliefs (not good enough)
Bad Luck
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Rational Optimism Start with what you have got
Learn from the Past
Calculate future knowns and unknowns
Use imagination
Plan the next steps
Manage Risks
Take One Step at a time
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1. Why Renovation?
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It is not yet here ?
It is has gone past ?
It is moving now ?
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TRANSITION
Past Present Future
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TRANSITION IMPLIES
Systems that change in interconnected ways
An inevitable destination
An unpredictable Journey
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e.g. growing up!
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Transition is slow + simple Past is clear Present is obvious Future can be predicted
Transition is fast + complex Past needs analysis Present is slippery Future is uncertain
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HOW DOES OUR BUSINESS PLANNING NEED TO CHANGE?
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ACCEPT:
WE ARE ALL PART OF A RADICAL TRANSITION TO A MATURE & SUSTAINABLE WORLD
RAPID, ACCELERATING AND
DEEP
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What powers our world energy
What enables our world economy + technology
What connects our world networks + internet
Who we are the networked self
What we think is important global values
Who runs the world global politics
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WE NEED TO RE- NOVATE: MAKE SYSTEMATIC TIME PATH CHOICES
Think Systems
Think Growth Path
Think Inter-Generational
Embrace Uncertainty
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HUGE GENERATIONAL SHIFTS IN THINKING
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RE-NOVATION IS A 7-STEP PROCESS OF MAKING SYSTEMATIC TRANSITION PATH CHOICES
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PROCESS Constant adaptation
SYSTEMATIC A systems view
TRANSITION Predictable destination Unpredictable journey
PATH CHOICES Sequences consequences
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6. A Model for Enterprise Re-novation
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Ambition
Brand Business
Model
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AMBITION
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OUR ENTERPRISE IS A TREE
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BUSINESS MODEL
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VALUE PROPOSITION
COST STRUCTURE
CUSTOMER RELATIONSHIP
TARGET CUSTOMER
DISTRIBUTION CHANNEL
VALUE CONFIGURATION
CORE CAPABILITIES
PARTNER NETWORK
REVENUE STREAMS
INFRASTRUCTURE CUSTOMER OFFER
FINANCE
a business model describes the value an organization offers to various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and
sustainable revenue streams
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BRAND
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BRAND PROMISE BRAND REPUTATION
BRAND ESSENCE BRAND IDENTITY
MEDIA BRAND LIVED BRAND
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7. Seven Steps to Re- novation
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(1) Build a timeline.
(2) What’s working /not working right now?
(3) How did we get here?
(4) Where do we want to be?
(5) How do we get there?
(6) What story do we build?
(7) What do we do next?
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1)BUILD A TIMELINE W E D E V E L O P T H E C O N C E P T O F P A S T ,
P R E S E N T A N D F U T U R E T I M E L I N E A N D D E A L W I T H D I S T A N T , D E E P A N D P R O X I M A T E T I M E
H O R I Z O N S
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( 2 ) WHAT’S WORKING /NOT WORKING RIGHT NOW?
U S I N G A S Y S T E M S A P P R O A C H W E E X P L O R E W H A T ’ S W O R K I N G A N D W H A T ’ S N O T
W O R K I N G N O W .
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Enterprise
Element
Working
List 1-3
Not
working
List 1-3
How does it need to perform?
Ambition
Business
Model
Brand
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( 3) HOW DID WE GET HERE? W E W O R K B A C K F R O M T H E P R E S E N T
T H R O U G H O U R P A S T T O U N D E R S T A N D H O W O U R E N T E R P R I S E E V O L V E D , L O O K I N G A T
B O T H H O W T H E W O R L D C H A N G E D A N D H O W C H O I C E S W E R E M A D E
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HOW DID
THE
INDUSTRY
BUSINESS
MODEL
TRANSITIO
N IN THE
DISTANT
PAST
WHAT
DRIVERS
SHAPED
OUR
INDUST
RY IN
THE
LONG
PAST?
HOW DID
OUR
CHOICES
SHAPE OUR
BUSINESS
IN THE
LONG PAST
?
HOW DID
TRENDS
SHAPE OUR
INDUSTRY
IN THE
RECENT
PAST?
HOW DID
OUR
CHOICES
SHAPE OUR
BUSINESS
IN THE
RECENT
PAST?
Ambition
Business
Model
Brand
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( 4 ) WHERE DO WE WANT TO BE? W E R E V I E W O R G E N E R A T E O N H O W T H E W O R L D I S L I K E L Y T O C H A N G E , E X P L O R E P O S S I B L E F U T U R E S A N D S K E T C H O U T A
P L A U S I B L E F U T U R E W E B E L I E V E T H A T W E C A N C R E A T E .
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(4) Where do we want to be? We review how the world is likely to change, explore possible futures
and sketch out a plausible future we believe that we can create.
Business
Sphere
WHAT TRANSITION IN
THE DISTANT FUTURE
?
WHAT WILL
DRIVE THE
LONG TERM
FUTURE ?
HOT TRENDS FOR
THE IMMEDIATE
FUTURE?
Ambition
Business
Model
Brand
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OUR
AMBITION FOR
THE DISTANT
FUTURE
LONG TERM FUTURE
Business
Sphere
BUSINESS AS
USUAL : OUR PAST
CREATES OUR
FUTURE
BIG STRETCH : OUR
BEST POSSIBLE
FUTURE
MIDDLE WAY: A
PLAUSIBLE AND
DESIREABLE
FUTURE
WILDCARDS:
WINDFALLS OR
WIPEOUTS
Ambition
Business
Model
Brand
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(5) HOW DO WE GET THERE? W E B U I L D S C E N A R I O S O N H O W O U R
C H O I C E S W I L L I M P A C T O N T H E F U T U R E W E W I S H T O C R E A T E
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“Humans create their own futures ….and they do so by making decisions and taking action.
Scenarios…..enable…..better decisions as a result of a better understanding of the choices they may face and the potential consequences of those choices.
….allow decision makers ….to design custom systems …”
The Role of System Theory in Scenario Planning
Thomas Chermack Journal of Futures Studies, May 2004, 8(4): 15 - 30
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.
Business
Element
Top Change
Issue:
What needs
to change?
Impact:
How
important is
it to our
survival or
success?
(Score 1-5)
Uncertainty
: How much
are we able
to do about
it? How
much
choice do
we have?
What is our
Room to
Move?
(Score 1-5)
Impact
Score
Multiplied
byUncertai
nty Score
to get
Overall
Score Out
of 25
Rank of
Importanc
e: highest
score =
most
important
Ambition
Business
Model
Brand
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Change
Issue
Best
Possible
Approach
Worst
Possible
Approach
#1:
#2:
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54
Name of this
Scenario
Name of this
Scenario
Name of this
Scenario
Name of this
Scenario
Best Approach
to Issue # 1
Best Approach to
Issue # 2
Worst Approach
to Issue # 2
Worst Approach to
Issue # 1
What do I do in this Action Scenario: • Text • Text • Text • Text
What do I do in this Action Scenario: • Text • Text • Text • Text
What do I do in this Action Scenario: • Text • Text • Text • Text
What do I do in this Action Scenario: • Text • Text • Text
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Creating a Step Path
How will we measure progress?
Reworking our steps to get to the desired Future
To get to the Long Term Future , we will need to have achieved ….ABC in 3 years
to get to ABC we will need to have achieved ….XYZ by the end of this year
this means we need to get the following done in the next three months
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6 ) WHAT STORY DO WE BUILD? W E W R I T E U P T H E S T O R Y A N D C R E A T E A
P I C T U R E O F T H E F U T U R E T H A T W E D E S I R E .
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Summary Sentence
DISTANT FUTURE
LONG TERM FUTURE
IMMEDIATE FUTURE
PRESENT TIME
RECENT PAST
LONG PAST
DISTANT PAST
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7 ) W HA T DO W E DO N E X T? W E D E S I G N O U R S Y S T E M S A N D S E T T A R G E T S
F O R H O W W E W I L L C R E A T E T H E F U T U R E T H A T W E D E S I R E .
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LETS NOT REPEAT THE PAST Why did our previous strategies succeed / fail? Ten Good Reasons for Not Giving Up SUPPORT SYSTEMS Finance, Technical Advice, Professional Networks, Social
Networks, Mentors, Coaches, Courses and Programmes
OUR BUSINESS PLAN
What are the tough choices that we need to make soon? What are our Objectives and Time Frames? What obstacles and possible Wild Cards could cause me us go
off track? How are we going to manage transition?
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ABOUT Shahid Solomon
Shahid is a strategist and skilled leader, coach, innovator and programme manager.
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Planner/ Economist Graduated as a planner at UCT in 1986 Worked his way to executive level in planning and economic development in the City
of Cape Town through its various transitions to 2004. Strategist / Futurist
Entered consulting practice in 2005 Has worked on economic strategy, tourism, growth management, integrated
planning and foresight strategies throughout South Africa.
Talent Builder Shahid has been a leader and manager in the public sector for 17 years and in the
private sector for 6 years Has coached people and teams in line, process and project settings Has managed mentoring and enterprise development programmes, established and
developed his own companies and mentored many entrepreneurs.
Coach / Re-novator At 54 years in age, Shahid sees himself as a coach and re-novator ploughing his
experience and expertise back to where it is needed.
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Rates Per Hour
Corporate R 1 500
Government R 800
NGO R 400
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Telephone +27 (0) 71 917 5011
Telephone: + 27 (0) 82 6580 617
Email: [email protected]
Fax: +27(0) 86 773 6615
Twitter: @ShahidSolomon
Skype: shahidsolomon
Facebook: [email protected]
novation [email protected]