Intent planning final

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Intent planning final

  1. 1. Interaction2013
  2. 2. Intent PlanningA tool for designing strategies that work
  3. 3. Learning SessionNormative
  4. 4. Introduction
  5. 5. MatthewSkiing, Systems & Stuff
  6. 6. RobynExplorer, Epicure & Dog Lover
  7. 7. NormativeDesign for the Network
  8. 8. Design for the Network
  9. 9. Business Models NetworkPeople Technology
  10. 10. Four years ago, we asked ourselves whetherstrategy and design could be developed asinterconnected outputs of a studioenvironment.
  11. 11. Studio
  12. 12. We built our business totest this hypothesis
  13. 13. Children of Industrial Design
  14. 14. Digital Last
  15. 15. Overview
  16. 16. Let’s start with sports!
  17. 17. Planning For Action
  18. 18. Planning For Survival
  19. 19. Planning For Success
  20. 20. “He who maintains thequickest rate of changesurvives”
  21. 21. Good strategy is a vehicle for thriving
  22. 22. Intent Planning
  23. 23. IntentPositioningCapability
  24. 24. A Brief History of Strategy
  25. 25. Sun Tzu
  26. 26. Clausewitz
  27. 27. Conflict distortsprior arrangementsor, when you breakold stuff, you canmake new stuff...
  28. 28. Let’s Do Some Strategy!
  29. 29. Let’s Break Some Shit!
  30. 30. Business
  31. 31. Business
  32. 32. Mintzberg’s Schools
  33. 33. Three Schools1.Prescriptive2.Descriptive3.Configurative
  34. 34. Prescriptive Schools Design Planning Positioning
  35. 35. DesignMore concerned with how strategies should beformulated than how they necessarily do form
  36. 36. PlanningStrategy as a more detached and systematic process of formal planning
  37. 37. Positioning Less concerned with the process of strategythan the actual content of strategies. Focused on the selection of strategic positions in the economic marketplace
  38. 38. Descriptive Schools Entrepreneurial Cognitive Learning Power Cultural Environmental
  39. 39. EntrepreneurialCreation of a vision by a great leader
  40. 40. Cognitive Strategies emerge from the mind of thestrategist as concepts, maps and frames of reality
  41. 41. Learning Strategies emerge in small steps, as anorganization adapts to the feedback from the outside world
  42. 42. PowerStrategy formation is a process of negotiation
  43. 43. CulturalStrategy formation is a collective and cooperative process
  44. 44. EnvironmentalStrategy formation is a reactive response to thechallenges imposed by the external environment
  45. 45. Configurative School
  46. 46. ConfigurationStrategy is a process of transformation
  47. 47. Why Does Strategy Matter?
  48. 48. WIN NIN G
  49. 49. WIN NIN G
  50. 50. WIN NIN G
  51. 51. Survival
  52. 52. Survival
  53. 53. Survival
  54. 54. Survival
  55. 55. Success
  56. 56. Success
  57. 57. Success
  58. 58. Success
  59. 59. Winning, Survival, Success
  60. 60. Strategy is an integrated set of choicesthat results in a unique position withlasting advantages.
  61. 61. Grounding and Influences
  62. 62. New Influences
  63. 63. Survival
  64. 64. We are Survival Machines
  65. 65. This is a Survival Machine
  66. 66. This is a Survival Machine
  67. 67. This is a Survival Machine
  68. 68. Feedback Systems
  69. 69. Cybernetics
  70. 70. I CAN HAZFEEDBACK?Von Foerster
  71. 71. Second Order Cybernetics“. . . a brain is required to write a theory of a brain. From this follows that atheory of the brain, that has any aspirations for completeness, has toaccount for the writing of this theory. And even more fascinating, thewriter of this theory has to account for her or himself. Translated into thedomain of cybernetics; the cybernetician, by entering his own domain,has to account for his or her own activity. Cybernetics then becomescybernetics of cybernetics, or second-order cybernetics.”
  72. 72. NOT A PIPE, DUDE! Checkland
  73. 73. Soft SystemsMethodology
  74. 74. Build ModelTest ModelRefine ModelRepeat
  75. 75. Martin
  76. 76. Strategy is an integratedset of choices that results ina unique position withlasting advantages.
  77. 77. Integrative Thinking
  78. 78. Where will we choose to play?How will we choose to win?
  79. 79. Boyd
  80. 80. 40 Second Boyd
  81. 81. Plating the Bird
  82. 82. Unexpected Action Creates Advantage
  83. 83. Patterns
  84. 84. Fast Transients
  85. 85. Novelty
  86. 86. Emergence
  87. 87. Synthesis
  88. 88. Strategy as BehaviorGrand Strategic > Strategic >Grand Tactical > Tactical >
  89. 89. Strategy as Dimensions Moral Mental Physical
  90. 90. Strategy as Integration
  91. 91. Synthesis
  92. 92. Strategy as ShapingThe Definition of Success“Shape or influence the moral-mental-physical atmosphere that we arepart of, live in and feed upon, so that we not only magnify our inner spiritand strength, but also influence potential adversaries and currentadversaries as well as the uncommitted so that they are drawn towardour philosophy and are empathetic toward our success; Yet be able toMorally-mentally-physically isolate adversaries from their allies andoutside support as well as isolate them from one another, in order to:magnify their internal friction, produce paralysis, bring about theircollapse; and/or bring about change in their political/economic/socialphilosophy so they can no longer inhibit our vitality and growth.”John Boyd
  93. 93. Strategy as MindsetOODA
  94. 94. ObserveOrientDecideAct
  95. 95. ObserveAct Orient Decide
  96. 96. ObserveAct Orient Decide
  97. 97. Boyd’s OODA Loop
  98. 98. Customer DevelopmentOODA
  99. 99. Novelty
  100. 100. Novelty creates changeChange creates mismatchesMismatches create advantage
  101. 101. Components
  102. 102. Intent Planning
  103. 103. Designing for Outcomes
  104. 104. A payoff that comes fromtaking a strategy or action
  105. 105. Shaping Intent
  106. 106. Aim, Purpose, Design
  107. 107. The purpose of strategyTo improve our ability to shape and adapt to unfoldingcircumstances so that we can survive on our own terms.
  108. 108. Three Components 3 2 1
  109. 109. 1. Capability Narrative
  110. 110. Capability Narrative
  111. 111. Capability NarrativeGrand StrategicEvery entity needs a reason for surviving
  112. 112. Capability NarrativeGrand StrategicEvery entity needs a reason for survivingStrategicEvery entity pursues a goal
  113. 113. Capability NarrativeGrand StrategicEvery entity needs a reason for survivingStrategicEvery entity pursues a goalGrand TacticalEvery entity aligns with opportunity
  114. 114. Capability NarrativeGrand StrategicEvery entity needs a reason for survivingStrategicEvery entity pursues a goalGrand TacticalEvery entity aligns with opportunityTacticalEvery entity acts
  115. 115. Quick Example:Normative’s Capability Narrative
  116. 116. Normative’s Capability NarrativeGrand StrategicWe build design capability
  117. 117. Normative’s Capability NarrativeGrand StrategicWe build design capabilityStrategicBy understanding the impact on network technologies on society
  118. 118. Normative’s Capability NarrativeGrand StrategicWe build design capabilityStrategicBy understanding the impact on network technologies on societyGrand TacticalWe do this by improving our learning with better feedback and decision cycles
  119. 119. Normative’s Capability NarrativeGrand StrategicWe build design capabilityStrategicBy understanding the impact on network technologies on societyGrand TacticalWe do this by improving our learning with better feedback and decision cyclesTacticalThrough a focus on studio-based team, client and partner collaboration
  120. 120. Normative builds design capability byunderstanding the impact of networktechnologies on society.We improve our learning and decision-makingby focusing on studio-based collaboration withour team, clients and partners
  121. 121. Three Components 3 2Capability Narrative
  122. 122. 2. Positioning Pair
  123. 123. Where will we choose to play?How will we choose to win?
  124. 124. winWhere will we choose to play? winHow will we choose to win?
  125. 125. Positioning Pair Where How do we play? do we play?
  126. 126. Normative’s Positioning Pair Where How
  127. 127. Normative’s Positioning Pair Where How Design for the Network
  128. 128. Normative’s Positioning Pair Where How Design for 21st Century the Network Design Studio
  129. 129. Three Components 3 Positioning PairCapability Narrative
  130. 130. 3. Intent
  131. 131. What is our Aim, our Purpose, our Design?
  132. 132. Normative’s Intent:
  133. 133. Normative’s Intent:Define the Future of Design
  134. 134. Building the Pyramid
  135. 135. Intent Positioning PairCapability Narrative
  136. 136. Intent Positioning PairCapability Narrative
  137. 137. Intent
  138. 138. Intent Where Howdo we play? do we play?
  139. 139. Intent Where How do we play? do we play?Grand Strategic Strategic Grand Tactical Tactical
  140. 140. Intent Where HowGrand Strategic Strategic Grand Tactical Tactical
  141. 141. Intent Where HowGrand Strategic Strategic Grand Tactical Tactical
  142. 142. Intent Where HowGrand Strategic Strategic Grand Tactical Tactical
  143. 143. Intent Where HowGrand Strategic Strategic Grand Tactical Tactical
  144. 144. Normative Example
  145. 145. Intent Where How Build Understand Better learning Studio-based design impact of & decision collaboration capability network society making modelGrand Strategic Strategic Grand Tactical Tactical
  146. 146. Intent Where How Design for the 21st Century Network Design Studio Build Understand Better learning Studio-based design impact of & decision collaboration capability network society making modelGrand Strategic Strategic Grand Tactical Tactical
  147. 147. Intent Define the future of design Where How Design for the 21st Century Network Design Studio Build Understand Better learning Studio-based design impact of & decision collaboration capability network society making modelGrand Strategic Strategic Grand Tactical Tactical
  148. 148. Intent “Normative Design” Where How Design for the 21st Century Network Design Studio Build Understand Studio-based design impact of OODA Mindset collaboration capability network society modelGrand Strategic Strategic Grand Tactical Tactical
  149. 149. Analysis and Synthesis
  150. 150. Walking the Pyramid
  151. 151. Intent Analysis Where HowGrand Strategic Strategic Grand Tactical Tactical
  152. 152. Intent Synthesis Where HowGrand Strategic Strategic Grand Tactical Tactical
  153. 153. Capability NarrativeGrand StrategicEvery entity needs a reason for survivingStrategicEvery entity pursues a goalGrand TacticalEvery entity aligns with opportunityTacticalEvery entity acts
  154. 154. Positioning Pairs Exercise
  155. 155. Positioning Pair Where How do we play? do we play?
  156. 156. Climbing the Pyramid
  157. 157. Intent Where HowGrand Strategic Strategic Grand Tactical Tactical
  158. 158. Sketching Intent Exercise
  159. 159. Nokia
  160. 160. Planning for Intent Planning
  161. 161. Let’s Do Some Strategy!
  162. 162. When, Where and How to Use Intent Planning
  163. 163. Closing Discussion
  164. 164. Thanks!matthew@normative.comrobyn@normative.comIntent Planning

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