Your SlideShare is downloading. ×
0
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Roger Martin. Playing to Win - How to make strategy work
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Roger Martin. Playing to Win - How to make strategy work

9,833

Published on

How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to …

How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.

Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.

0 Comments
29 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
9,833
On Slideshare
0
From Embeds
0
Number of Embeds
13
Actions
Shares
0
Downloads
634
Comments
0
Likes
29
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Playing to win How to make strategy work
  • 2. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 3. on strategic initiatives 33% success rate
  • 4. how to make Changing Strategy?
  • 5. 7% of employees fully understand their company’s business strategies and what’s expected of them The main barrier for execution success mentioned by executives is: “Creating meaningfulness to frontend employees” 58% does strategy top-down with limited involvement of employees 59% believe that there is an imaginary line in the organizational chart above which strategy is made 30% of employees receive no information on how to execute the strategy 14% FULLY ENGAGED 70% of “not successful” transformations were planned by 10 or fewer people
  • 6. Strategy is making choices
  • 7. Don’t separate Strategy & Execution
  • 8. Frontload design of options
  • 9. “What needs to be true?” is THE question!
  • 10. Engage for real …search for true insight
  • 11. Leaders & strategizers of the future are… Social architects of meaning …not heroic decision makers
  • 12. 18 HBR articles 4 bestseller business books Roger Martin is one of the top management thinkers in the world
  • 13. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 14. PLAYING TO WIN Implement Consulting Group Copenhagen, Denmark April 1, 2014 Twitter: @rogerlmartin
  • 15. To win, a company must choose to do some things and not others STRATEGY IS ABOUT CHOICES
  • 16. What’s our Winning Aspiration? Where will we play? How will we win? What capabilities must we have? What management system are required? STRATEGY IS THE ANSWER TO 5 QUESTIONS
  • 17. WHAT IS OUR WINNING ASPIRATION? General Motors 2013
  • 18. WHERE WILL WE PLAY? Image courtesy of Intuit
  • 19. STRATEGICALLY DISTINCT SYSTEMS Image courtesy of Intuit Individual Customers “The Industry” Segments Develop Competitive Strategy Based on an Understanding of Individual Customers? or... Develop Competitive Strategy Based on Generalizations about “The Industry”? or... Develop Competitive Strategy Around Clusters of Customers About Which We Can Make Generalizations?
  • 20. HOW WILL WE WIN? A Starbucks storefront at night. Starbucks Coffee Company
  • 21. TWO FUNDAMENTAL WAYS TO WIN Low Cost Differentiation Sustainable Competitive Advantage
  • 22. WHAT CAPABILITIES MUST WE HAVE? Burberry Flagship Store, London
  • 23. P&G ACTIVITY SYSTEM Globally Distributed R&D Agency Relation- ships Global Business Services Connect + Develop Design Global Purchasing Customer Teams GBU/MDO Structure Shopper Marketing Leadership Culture Brand- building framework Consumer Research Consumer- driven measurement systems Consumer Understanding Scale Go-to-Market Capabilities Innovation Brand Building
  • 24. WHAT MANAGEMENT SYSTEMS ARE REQUIRED? Four Seasons Hotel, Silicon Valley
  • 25. What do you find most intriguing about the approach? What would be the most difficult in adopting the approach? Blue card Green card
  • 26. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 27. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 28. on Novozymes A new way strategizingof
  • 29. Strategizing in Novozymes Rasmus von Gottberg Corporate Development & Business Creation April 1st 2014
  • 30. Microorganisms Enzymes Other proteins We find the microorganisms in nature We grow them in big fermenters. From one microorganism to trilions in only 24 hours Global leader in industrial biotech
  • 31. 32
  • 32. Our journey…
  • 33. Guiding strategy principles Strategizing is for everyone Choices Common language Dialogue
  • 34. Choices
  • 35. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 36.  The quality of the process  The quality of the outcome  Your level of involvement  Your view on challenges within strategy in general We asked you some questions about your latest strategy process…
  • 37. Analysis 1 out of 10 point to analysis as a key challenge Engagement Twice as many state engagement as a key challenge Ownership and empowerment Engaging the organization Not having the right data Basing choices on facts
  • 38. Choice 3 out of 10 point to making choices as a key challenge Execution Twice as many state execution as a key challenge Ability to execute Linking strategy to actions Decide what not to do Making the tough choices
  • 39. 1 2 3 4 high high low low Quality of process Quality of outcome Your view of the process correlates with your view of the outcome
  • 40. 1 2 3 4 1 2 3 4 Your own level of involvement clearly impacts how you perceive the quality of the strategy process … Own level of involvement Perceived quality of process Engaging Effective Fun
  • 41. 1 2 3 4 1 2 3 4 … and the same is true for your perception of the strategy outcome Own level of involvement Perceived quality of strategy Right choices Good execution
  • 42. Key take- aways  Engagement and Execution are typically bigger hurdles than analyses and choice  A good process correlates with a good outcome  Level of involvement correlates with both a good process and good outcome…
  • 43. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 44. Reverse engineering applied Management dialogue Bridging to execution Role of Strategy office Strategy as on- going or one-off MAKING STRATEGY WORK
  • 45. Frame the choice Convert issues into at least two mutually independent options that might resolve the problem Generate strategic possibilities Broaden the list to ensure consideration of an inclusive list of possibilities Specify conditions For each possibility, specify which conditions must hold true for it to be strategically sound Identify barriers to choice Determine which conditions you feel least confident are true Design valid tests For each key barrier, design a valid test sufficient for generating commitment Conduct tests Conduct hypothesis-driven analysis, testing the conditions with the lowest confidence first Choose Compare test results to key conditions and make informed choices MAKING CHOICES IN ORGANIZATIONS
  • 46. What is true? What would have to be true? MAKING CHOICES IN ORGANIZATIONS
  • 47. What’s our Winning Aspiration? Where will we play? How will we win? What capabilities must we have? What management system are required? STRATEGY IS THE ANSWER TO 5 QUESTIONS
  • 48. The brain makes the choices The arms and legs execute the choices of the brain THE VIEW OF THE HUMAN BODY
  • 49. IMPLICIT METAPHOR OF THE CORPORATION Senior Leaders • The brains of the organization • Formulate the decisions • Create control procedures • Sell to get “buy-in” The Rank and File • The arms and legs of the organization • Implement the decisions • Controlled by procedures • Get “bought-in”
  • 50. Corporate Level Cascade Strategic Group Cascade Individual Business Cascade A MORE USEFUL CONCEPTION OF THE CORPORATION Winning aspiration Where to play How to win Capabilities Man. systems Winning aspiration Where to play How to win Capabilities Man. systems Winning aspiration Where to play How to win Capabilities Man. systems
  • 51. 1. Explain the choice that has been made and the reasoning behind it 2.Explicitly identify the next downstream choice 3.Assist in making the downstream choice, as needed 4.Commit to revisit and modify the choice based on downstream feedback SYSTEMS TO SUPPORT STRATEGY – CHOICE FRAMING
  • 52. Agenda 10:00 Welcome & Introduction 10:30 Roger Martin 12:00 Lunch 13:00 Novozymes – a new way of strategizing 14:30 Survey results 16:30 Outtro & Buffet 15:00 Roger Martin – Strategy & Execution
  • 53. 2. Scandinavian network “Playing To Win” knowledge sharing 1. USA study tour w/Roger Martin (Winter 2014)
  • 54. Enjoy the Buffet Playing to win How to make strategy work
  • 55. No more slides now, go eat
  • 56. Change with Impact. implementconsultinggroup.com

×