Business Learning Environment Cone Made


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Cone Made Learning Environment for strategic management, business model innovation, strategic agility and competitive advantage.

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  • If competitive advantages are now temporary…
    …you need to identify and extract benefit from
    the temporary competitive advantages that
    present themselves.
    If companies die by doing what used to be the
    right thing too long…
    …you succeed over an extended period by
    achieving a short business renewal cycle.
    The ability to sense and take
    advantage of opportunities by
    planning and executing farreaching
    business changes
    swiftly and effectively as needed
  • Top 10 Strategic Agility Killers
    􀂄 Too many priorities
    􀂄 Inadequate information flow
    􀂄 Central command and control
    􀂄 Denial, nostalgia, and arrogance
    􀂄 Poor talent management practices
    􀂄 Lack of a systems thinking approach
    􀂄 The ‘power’ sits within functional silos
    􀂄 Running the firm on an annual cadence
    􀂄 Inability to reprioritize resources when needed
    􀂄 Extensive job description/competencies ‘complex’
    Businesses with the strategic agility to get
    inside the competition’s “renewal cycle”
    have a sustainable advantage!
  • The foundation of the platform based on strategy and business modeling. Through modeling we share and understand logical constructs much more faster than with written text. Models are not just enough and that’s why we need to add additional management elements into models and visualize those as well. Management elements are e.g. Project, task, key performance indicator, goal, status report, etc.
    Through visualized models we are able to share strategy and it align actions accoridingly. Now we are talking about efficient strategic management and strategies success rate is evident with Cone Made Agile Strategy Platform and related methodologies and way-of-doings.
  • See example (replace word software with business)
    Manifesto for Agile Software Development
    We are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:
    Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
    Manifesto for Agile Business Development
    We are uncovering better ways of developingbusiness by doing it and helping others do it.Through this work we have come to value:
    Individuals and interactions over processes and toolsProfitable business over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
  • The reality facing business is that everything is in a state of flux and change: continuous change internally and externally. The goals and strategic actions, such as new market entry, cannot remain as static plans. By combining criteria-based strategic management with sensitivity towards changing market opportunities, firms need a dynamic strategy, where strategic actions are constantly on the move. In smaller rapidly growing enterprises, the enterprise is shooting at a moving targets while it is moving quickly itself. Thus, the rigid year-to-year planning - ”the year clock” - cannot be adopted in isolation. It seems that the value of the strategic planning is in planning, not in a plan. The strategy has to have the appropriate form to allow for constant review, update and iteration. This suggests a family of strategy models based on a criteria for, rule or logic-of action, where each element of the strategy can be re-evaluated separately for the changing environment and the family as a whole simultaneously.
    As strategic theme has interconnected elements in each of the analytic perspectives -- roots in the Practice (e.g. opportunity recognition, growth culture), procedures in the Planning (e.g. market analysis, market entry criteria), change in the Process (e.g. development of the country office) or elements in the Policy making (e.g. internationalization strategy or market entry strategy) – they all need to be re-evaluated and adjusted accordingly.
    Management emphasizes immediate results, especially during depression times. Managers often claim to be future-oriented – ”e.g., we have our eyes fixed on the future”; but the this research revealed a different story: that sales meetings handle those deals that were never closed or the problems with clients, or the manager spends hours presenting financial figures from the previous quarter. An organization cannot be called very creative or future-oriented, if most of the time is spent reflecting on the past. The evidence shows that case companies have their management system of growth, especially transparent growth metrics, which encourage re-evaluation for action.
  • Business Learning Environment Cone Made

    1. 1. Making Your Business Easy To Lead Cone Made Learning Environment © CONE ADVISOR 1
    2. 2. Value Proposition Making Your Business Easy To Lead • Together we create business easy to lead – 1. Visualization enhance shared understanding, 2. Interaction rise commitment to common goals, 3. Agility change the rules of business, and 4. Diversity enable new innovations. © CONE ADVISOR 2
    3. 3. To whom • Learning environment is designed for • Executive education companies • Human Resource Development (HRD) • R&D Competence Development • Innovation process • Learning environment is suitable for learning of • Strategic Management, Business Model Innovation, Strategic Agility and Competitive Advantage. © CONE ADVISOR 3
    4. 4. On-the-job learning environment © CONE ADVISOR 4 • The fundamental change in skills, attitude and world view that happen to enable the necessary paradigm shift towards strategic agility • Making incremental improvements towards a fundamental paradigm shift in the way of doing and organizational capability
    5. 5. Business Model Innovation & Strategic Agility • Efficient learning environment to develop new business model innovations • New innovative ideas and products, but not business models? • New earning logics? Social Media? Co-creation? Freemium? • Strategic agility is the new competitive advantage • Develop new agile skills for new business development © CONE ADVISOR 5
    6. 6. How participants learn • Activity-based, peer-to-peer and socially-based learning is going on all the time in interaction between peers and across hierarchies • Learning is a way of seeing oneself in a different context, understanding oneself in a new light within an organization • Learning as increasingly competent participation in a community of practice © CONE ADVISOR 6
    7. 7. The learning environment in practice • Fostering lateral communication between individuals and peer groups. • Learning program is based on • Systems thinking of innovation & strategy • Total learning environment (frameworks, tools, cases) • Customer focus and competitive advantage • Empowered employees who realize they have to be competitive in the global markets of 21st century societies © CONE ADVISOR 7
    8. 8. General deliverables of the learning program • Understanding "how the business works“ • Gaining a sense of when something is going to work or not • Knowing the basics to know when and how to generate business model innovations • Constructing and organizing work environments in such a way that they support the kinds of learning that are useful and productive for employees, for work groups and for companies © CONE ADVISOR 8
    9. 9. Key deliverables 1/2 • Competitive Advantage • Ability to focus on the real competitive advantages • Business model innovations • Capability to build the whole strategy model • Efficient collaboration between people © CONE ADVISOR 9
    10. 10. Key deliverables 2/2 • Strategic Agility • Creating an action plan for strategic agility • Tools for the middle management to perform daily operations according to strategy • Strategic Project Program Management (PMO) & Key Performance Indicators (KPI) • Skills to perform business development tasks efficiently © CONE ADVISOR 10
    11. 11. Methodology Introduction © CONE ADVISOR 11
    12. 12. Introduction • Sustainable strategy is achieved by doing things in a new way – business model innovation. • Continuous renewal becomes the only sustainable strategy – strategic agility • This is new to strategic thinking, which until now has mainly pursued the benefits of sustainable strategy without being able to identify its main factor – agile strategy execution © CONE ADVISOR 12
    13. 13. Traditional vs. Agile Strategy Traditional Strategy... • Plan • Document • Based on Analysis and formal step-by-step process • “Lots of paper before action...” Implementation • 70% of strategy (plan) implementation fails.... Agile Strategy... • Right mindset and business rules • Dialogue and efficient planning • Based on testing in practice (iterations) • “Action and talking at same time...” Easy to Lead • Because people make it happened... Source: Ala-Mutka. 2008. Strategiamalli.13© CONE ADVISOR
    14. 14. Shared Strategy Model Activity Project KPI Visualization enable shared strategy execution • by visualizing and modeling into elements of management and leadership • Enhanced transparency and dialogue within the whole organization 14© CONE ADVISOR
    15. 15. Sample of visualization tools for business model innovation © CONE ADVISOR 15 Strategy modeling (mindmap style) Source: Strategy Model, Ala-Mutka Business modeling Source: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers A.Osterwalder & Y. Pigneur Competition modeling Source: Blue ocean strategy, strategy canvas Chan Kim and Renee Mauborgne. Business Ecosystem modeling Source:
    16. 16. Methods: Agile Business Development based on Sprints 1- 3 months Test in market, efficient dialogue & improve 1-3 months Review & reflection Initialize sprint, select tasks and goals Roll-out 16© CONE ADVISOR
    17. 17. Methods to change Strategy Year Clock to Strategic Agility Analysis Planning Implementation Control Feedback Tasks Planning Participation Strategy Modelling, Implementation and Feedback Tasks Planning Participation Tasks Planning Participation Time Source: Ala-Mutka. 2008. Strategiamalli.17© CONE ADVISOR
    18. 18. © CONE ADVISOR 18 Jukka Ala-Mutka, Dr. Sc. Experience: • Cone Advisor, founder, VP international markets, 2011- • Cone Advisor, founder, CEO, 2006- • Management Consultant 2001-2005 • Siemens ICN, development manager 1996-2001 University: • Aalto University School of Economics (part-time research fellow 1.1.2010-) – Aalto Executive Education, Aalto Small Business Center – Business & Strategy Course (~100 students) • Helsinki School of Economics (part-time research fellow 2006-2009) – JONOKA –research project 2006-2009 (Agile Strategy) – HSE Small Business Center – HSE Executive Education – Business & Strategy Course – Introdcution to Management Course • McGill University, Canada, Post Doctoral Research Fellow (full-time 2006) • Tampere University of Technology, Dr. Sc. (part-time, 2001-2005) • Linkedin
    19. 19. Contact • A Eteläranta 10, 00130 Helsinki, Finland • W • E • M +358-505729714 Linkedin • L • G Twitter • T • T • T Slideshare • S jukkaam Daily & Agile Strategy Weekly • P • P © CONE ADVISOR 19