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Strategic visioning facilitation




                  www.invitroinnovation.com
Shared Purpose and Strategic Visioning


                        Organisational
        Customer
                           interests
          interests




         Organisations need to find common ground between their goals and
               that of customers, employees and other stakeholders. 
         This common ground is a shared purpose held between the parties

2	
  
mo and it’s customers
  Omo / Persil’suhumantween O purpose
      A shared p rpose be centric




         WHY DOES OMO EXIST?
         To encourage parents to see the good in letting
         their kids get dirty


         HOW - What specialNESS, do they bring to the LAUNDRY CATEGORY?
         Omo XXX technology makes it easy to remove the
         marks left by regular outdoor and indoor play



         WHAT products and services do they deliver?
         Omo is a laundry detergent with XXX cleaning technology

 3	
  
Approach
to strategic visioning
Approach to strategic visioning
            Problem	
  Revelation	
  is	
  a	
  kind	
  of	
  psychological	
  shift	
  that	
  happens	
  within	
  each	
  person	
  as	
  they	
  
            realise	
  the	
  true	
  nature	
  of	
  the	
  organisational	
  challenges	
  and	
  the	
  risks	
  attached	
  to	
  doing	
  
            nothing.	
  

            A	
  kind	
  of	
  a-­ha	
  moment	
  not	
  that	
  different	
  to	
  the	
  more	
  famous	
  idea	
  a-­ha	
  moment.	
  	
  
            Where	
  the	
  group	
  gives	
  its	
  tacit	
  approval	
  for	
  a	
  change	
  in	
  direction,	
  and	
  individuals	
  are	
  ?illed	
  	
  
            with	
  energy	
  necessary	
  for	
  the	
  arduous	
  road	
  towards	
  a	
  solution.	
  	
  




    5	
  
5
Approach to strategic visioning
Vivid Thinking
                       “We	
  can’t	
  solve	
  problems	
  by	
  using	
  the	
  same	
  kind	
  of	
  thinking	
  	
  
                                    we	
  used	
  when	
  we	
  created	
  them”.	
  -­	
  Albert	
  Einstein	
  

        •  When	
  companies	
  attempt	
  to	
  solve	
  business,	
  marketing	
  or	
  branding	
  problems,	
  they	
  often	
  
           get	
  stuck	
  because	
  they	
  are	
  unable	
  to	
  generate	
  a	
  fresh	
  perspective	
  to	
  give	
  momentum	
  to	
  
           forward	
  movement.	
  	
  
        •  Problem	
  Solving	
  requires	
  that	
  we	
  see	
  the	
  problem	
  with	
  a	
  new	
  clarity,	
  this	
  is	
  necessary	
  to	
  
           drive	
  commitment	
  to	
  solution	
  ?inding.	
  
        •  At	
  Invitro	
  Innovation	
  we	
  work	
  with	
  internal	
  stakeholders	
  to	
  create	
  a	
  ‘transformation’	
  
           from	
  within.	
  
        •  This	
  usually	
  involves	
  a	
  collaborative	
  workshop	
  process	
  which	
  uses	
  Visual	
  Problem	
  
           Solving	
  using	
  pictures	
  and	
  illustrations	
  to	
  drive	
  	
  
           hyper-­clarity	
  on	
  the	
  problem.	
  	
  


6	
  
Outline of strategic visioning process	
  
                    Proposing	
     Foundation	
  Work	
                                                            Workshop	
           Post-­Workshop	
  


                                     Step	
  1	
          Step	
  2	
                 Step	
  3	
                    Step	
  4	
         Step	
  5	
                    Step	
  6	
  
Work	
  Stage	
  




                                     Interview	
  	
        Brief	
  Core	
  	
        Distribute	
  
                                                                                                                      2	
  day	
  	
      Distribute	
  set	
  of	
      Meeting	
  with	
  Core	
  
                                     Key	
  	
              Visioning	
  team	
  	
   	
  detailed	
  	
  
                                                                                       Workshop	
                     Visioning	
         Workshop	
  Notes	
            	
  team	
  to	
  share	
  
                                     Executives	
  	
       on	
  inputs	
  to	
  	
  
                                                                                       	
  Agenda	
  with	
  	
       	
  Workshop	
                                     	
  Pinal	
  	
  
                                                            workshop	
  
                                                                                       participant	
  	
                                                                 recommendation	
  
                                                            	
  +	
  logistic	
  	
  
                                                            	
  matters	
              homework	
  




   7	
  
Foundation Work
   •      Its	
  essential	
  that	
  the	
  core	
  team	
  is	
  able	
  to	
  bring	
  quality	
  inputs	
  and	
  inspiration	
  to	
  the	
  Strategic	
  
          Visioning	
  Workshop.	
  
   •      The	
  following	
  broad	
  structure	
  is	
  proposed	
  in	
  approaching	
  the	
  Foundation	
  Work:	
  	
  


                                                                                                                      What	
  are	
  some	
  of	
  the	
  
                                                                                                                      trends	
  in	
  our	
  ?ield?	
  
                                                                                                                      What	
  are	
  the	
  inspirational	
  
                                                                           1. The Category	

                                                                                                                      examples	
  of	
  greatness	
  
                                                                                                                      How	
  is	
  our	
  category	
  failing	
  
                                                                                                                      customers?	
  




        •  ho	
  are	
  the	
  people	
  we	
  
         W                                                                                                                          What	
  is	
  our	
  Purpose?	
  
        must	
  delight?	
                                                                                                          Key	
  areas	
  of	
  strength	
  and	
  
        •  ow	
  are	
  they	
  changing?	
  
         H                                                                                       3. The                             weakness	
  
        •  hat	
  are	
  their	
  pleasure	
  
         W                                              2. The People
                                                        we serve Lens	

                         Organisation                       Opportunities	
  and	
  
        and	
  pain	
  points	
  in	
  their	
                                                   Lens	

                            challenges	
  into	
  the	
  future?	
  
        interaction	
  with	
  the	
  
        category	
  and	
  ourselves?	
  


8	
  
2 day strategic visioning Workshop
        •  1	
  facilitator	
  	
  
        •  Ideally	
  20-­24	
  participants	
  (Grouped	
  into	
  4	
  groups)	
  	
  

        •  The	
  Strategic	
  Visioning	
  Workshop	
  is	
  ideally	
  held:	
  	
  
             –  in	
  a	
  room	
  that	
  can	
  accommodate	
  4	
  tables	
  of	
  6	
  people,	
  each	
  table	
  having	
  its	
  
                own	
  ?lipchart.	
  to	
  allow	
  people	
  to	
  move	
  about,	
  and	
  to	
  be	
  able	
  to	
  paste	
  
                inspiration	
  and	
  ideas	
  on	
  the	
  walls.	
  




9	
  
strategic visioning workshop
Samples of Workshop Outputs




              Deconstructing the Current Issues
10	
  
2 day Workshop
Structure
                                                                                              KEY DIVISION /DEPT

                                                                                           START
                    1. The Category	

                                                     _________________________________
                                                                                           _________________________________
                                                                                           _________________________________

                                                                                           STOP
                                                                                           _________________________________
                                                                                           _________________________________
                                                                                           _________________________________
         2. The              3. The
         People we           organisation                                                  CONTINUE
                                                                                           _________________________________
         serve Lens	

       Lens	

                                                                                           _________________________________
                                                                                           _________________________________




                                               Defining the                                     Impact of the New
                                                                     Re-thinking the
           Foundation Work                     Challenges/                                        Purpose on
                                                                     Organisational
               sharing                      Opportunity for the                               “customers served”
                                                                  Purpose for the Future
                                                 Future                                          and programs




11	
  
Invitro Innovation
Our Beliefs about Innovation

           Humans are hard wired to create, Organisations are not!



   We are all Innovators!




         LATENT                  “We cant solve problems using the same kind

            ability                      of thinking that created them”
                                                 ALBERT EINSTEIN


12	
  
About Invitro Innovation
Services

WORKSHOPS                         INSPIRATION                                TRAINING
1- 3 day Designed & facilitated   A few hours Keynote                        1- 4 day
With documentation                speech to a full Innovation day            Training courses

Design thinking deep dives
       -   90 min -9 habits of innovators
        Design Thinking
New product concepting
           -   3 hour – Crash Course in Design        An innovation framework
Ideation workshops
                   Thinking
                              Innovation culture and competencies
Category reinvention
             Innovation day
                            Innovation strategy and process
Vision and values
                -  A custom designed innovation day        Creative thinking & ideation
                                      designed to inspire and empower.       Product and service innovation
                                      Staff experience ideation by working
                                      on real business challenges
           Brand innovation




13	
  
Ideation and Innovation Clients




14	
  
Where the
         magic happens




                                  Your Comfor t zone




15	
  
             www.invitroinnovation.com

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Strategic Visioning Workshop Outline

  • 1. Outline Strategic visioning facilitation www.invitroinnovation.com
  • 2. Shared Purpose and Strategic Visioning Organisational Customer interests interests Organisations need to find common ground between their goals and that of customers, employees and other stakeholders. This common ground is a shared purpose held between the parties 2  
  • 3. mo and it’s customers Omo / Persil’suhumantween O purpose   A shared p rpose be centric WHY DOES OMO EXIST? To encourage parents to see the good in letting their kids get dirty HOW - What specialNESS, do they bring to the LAUNDRY CATEGORY? Omo XXX technology makes it easy to remove the marks left by regular outdoor and indoor play WHAT products and services do they deliver? Omo is a laundry detergent with XXX cleaning technology 3  
  • 5. Approach to strategic visioning Problem  Revelation  is  a  kind  of  psychological  shift  that  happens  within  each  person  as  they   realise  the  true  nature  of  the  organisational  challenges  and  the  risks  attached  to  doing   nothing.   A  kind  of  a-­ha  moment  not  that  different  to  the  more  famous  idea  a-­ha  moment.     Where  the  group  gives  its  tacit  approval  for  a  change  in  direction,  and  individuals  are  ?illed     with  energy  necessary  for  the  arduous  road  towards  a  solution.     5   5
  • 6. Approach to strategic visioning Vivid Thinking “We  can’t  solve  problems  by  using  the  same  kind  of  thinking     we  used  when  we  created  them”.  -­  Albert  Einstein   •  When  companies  attempt  to  solve  business,  marketing  or  branding  problems,  they  often   get  stuck  because  they  are  unable  to  generate  a  fresh  perspective  to  give  momentum  to   forward  movement.     •  Problem  Solving  requires  that  we  see  the  problem  with  a  new  clarity,  this  is  necessary  to   drive  commitment  to  solution  ?inding.   •  At  Invitro  Innovation  we  work  with  internal  stakeholders  to  create  a  ‘transformation’   from  within.   •  This  usually  involves  a  collaborative  workshop  process  which  uses  Visual  Problem   Solving  using  pictures  and  illustrations  to  drive     hyper-­clarity  on  the  problem.     6  
  • 7. Outline of strategic visioning process   Proposing   Foundation  Work   Workshop   Post-­Workshop   Step  1   Step  2   Step  3   Step  4   Step  5   Step  6   Work  Stage   Interview     Brief  Core     Distribute   2  day     Distribute  set  of   Meeting  with  Core   Key     Visioning  team      detailed     Workshop   Visioning   Workshop  Notes    team  to  share   Executives     on  inputs  to      Agenda  with      Workshop    Pinal     workshop   participant     recommendation    +  logistic      matters   homework   7  
  • 8. Foundation Work •  Its  essential  that  the  core  team  is  able  to  bring  quality  inputs  and  inspiration  to  the  Strategic   Visioning  Workshop.   •  The  following  broad  structure  is  proposed  in  approaching  the  Foundation  Work:     What  are  some  of  the   trends  in  our  ?ield?   What  are  the  inspirational   1. The Category examples  of  greatness   How  is  our  category  failing   customers?   •  ho  are  the  people  we   W What  is  our  Purpose?   must  delight?   Key  areas  of  strength  and   •  ow  are  they  changing?   H 3. The weakness   •  hat  are  their  pleasure   W 2. The People we serve Lens Organisation Opportunities  and   and  pain  points  in  their   Lens challenges  into  the  future?   interaction  with  the   category  and  ourselves?   8  
  • 9. 2 day strategic visioning Workshop •  1  facilitator     •  Ideally  20-­24  participants  (Grouped  into  4  groups)     •  The  Strategic  Visioning  Workshop  is  ideally  held:     –  in  a  room  that  can  accommodate  4  tables  of  6  people,  each  table  having  its   own  ?lipchart.  to  allow  people  to  move  about,  and  to  be  able  to  paste   inspiration  and  ideas  on  the  walls.   9  
  • 10. strategic visioning workshop Samples of Workshop Outputs Deconstructing the Current Issues 10  
  • 11. 2 day Workshop Structure KEY DIVISION /DEPT START 1. The Category _________________________________ _________________________________ _________________________________ STOP _________________________________ _________________________________ _________________________________ 2. The 3. The People we organisation CONTINUE _________________________________ serve Lens Lens _________________________________ _________________________________ Defining the Impact of the New Re-thinking the Foundation Work Challenges/ Purpose on Organisational sharing Opportunity for the “customers served” Purpose for the Future Future and programs 11  
  • 12. Invitro Innovation Our Beliefs about Innovation Humans are hard wired to create, Organisations are not! We are all Innovators! LATENT “We cant solve problems using the same kind ability of thinking that created them” ALBERT EINSTEIN 12  
  • 13. About Invitro Innovation Services WORKSHOPS INSPIRATION TRAINING 1- 3 day Designed & facilitated A few hours Keynote 1- 4 day With documentation speech to a full Innovation day Training courses Design thinking deep dives -  90 min -9 habits of innovators Design Thinking New product concepting -  3 hour – Crash Course in Design An innovation framework Ideation workshops Thinking Innovation culture and competencies Category reinvention Innovation day Innovation strategy and process Vision and values -  A custom designed innovation day Creative thinking & ideation designed to inspire and empower. Product and service innovation Staff experience ideation by working on real business challenges Brand innovation 13  
  • 14. Ideation and Innovation Clients 14  
  • 15. Where the magic happens Your Comfor t zone 15   www.invitroinnovation.com