Enterprise re novation january 2013
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Enterprise re novation january 2013

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A transition driven approach to enterprise strategy

A transition driven approach to enterprise strategy

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Enterprise re novation january 2013 Enterprise re novation january 2013 Presentation Transcript

  • Re-novating Our Enterprise
  • 1. HOW DO WE SEE THE FUTURE?AN EARLY AND IMPORTANT CHOICE TO MAKE
  • EMOTIONS SHAPE OF SENSE OFFUTURE
  • Feel Good Optimism Belief in Higher Power Belief in Destiny Belief in Progress Good Luck
  • Feel Bad Pessimism Fear of failure Self Limiting Beliefs (not good enough) Bad Luck
  • 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
  • 1. Why Renovation?
  • It is not yet here ?It is has gone past ?It is moving now ?
  • TRANSITIONPast Present Future
  • TRANSITION IMPLIES Systems that change in interconnected ways An inevitable destination An unpredictable Journey
  • e.g. growing up!
  • Transition is slow + simple  Pastis clear  Present is obvious  Future can be predictedTransition is fast + complex  Pastneeds analysis  Present is slippery  Future is uncertain
  • HOW DOES OUR BUSINESSPLANNING NEED TO CHANGE?
  • ACCEPT:WE ARE ALL PART OF A RADICALTRANSITION TO A MATURE &SUSTAINABLE WORLDRAPID, ACCELERATING ANDDEEP
  • What powers our world energyWhat enables our world economy + technologyWhat connects our world networks + internet Who we are the networked self What we think is important global values Who runs the world global politics
  • WE NEED TO RE- NOVATE: MAKE SYSTEMATICTIME PATH CHOICES Think Systems Think Growth Path Think Inter-Generational Embrace Uncertainty
  • HUGEGENERATIONALSHIFTS IN THINKING
  • RE-NOVATION IS A 7-STEP PROCESSOF MAKING SYSTEMATIC TRANSITIONPATH CHOICES
  • PROCESS Constant adaptationSYSTEMATIC A systems viewTRANSITION Predictable destination Unpredictable journeyPATH CHOICES Sequences consequences
  • 6. A Model for Enterprise Re-novation
  • AmbitionBusiness Brand Model
  • AMBITION
  • OUR ENTERPRISE IS A TREE
  • BUSINESS MODEL
  • INFRASTRUCTURE OFFER CUSTOMER PARTNER CUSTOMER NETWORK RELATIONSHIP CORE VALUE TARGET CAPABILITIES PROPOSITION CUSTOMER VALUE DISTRIBUTION CONFIGURATION CHANNEL COST FINANCE REVENUE STRUCTURE STREAMS 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
  • BRAND
  • BRAND ESSENCE BRAND IDENTITYMEDIA BRAND LIVED BRANDBRAND REPUTATION BRAND PROMISE
  • . Seven Steps to Re-7 novation
  • (1) Build a timeline.(2) What’s working /not workingright 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?
  • 1)BUILD A TIMELINE WE DEVELOP THE CONCEPT OF PAST,PRESENT AND FUTURE TIMELINE AND DEALWITH DISTANT, DEEP AND PROXIMATE TIME HORIZONS
  • (2)WHAT’S WORKING /NOT WORKING RIGHT NOW?USING A SYSTEMS APPROACH WE EXPLORE WHAT’S WORKING AND WHAT’S NOT WORKING NOW.
  • Enterprise Working Not How does it need to perform?Element List 1-3 working List 1-3AmbitionBusinessModelBrand
  • (3) HOW DID WE GET HERE? WE WORK BACK FROM THE PRESENTTHROUGH OUR PAST TO UNDERSTAND HOW OUR ENTERPRISE EVOLVED, LOOKING ATBOTH HOW THE WORLD CHANGED AND HOW CHOICES WERE MADE
  • HOW DID WHAT HOW DID HOW DID HOW DID THE DRIVERS OUR TRENDS OUR INDUSTRY SHAPED CHOICES SHAPE OUR CHOICES BUSINESS OUR SHAPE OUR INDUSTRY SHAPE OUR MODEL INDUST BUSINESS IN THE BUSINESS TRANSITIO RY IN IN THE RECENT IN THE N IN THE THE LONG PAST PAST? RECENT DISTANT LONG ? PAST? PAST PAST?AmbitionBusinessModelBrand
  • (4) WHERE DO WE WANT TO BE? WE REVIEW OR GENERATE ON HOW THE WORLD IS LIKELY TO CHANGE, EXPLORE POSSIBLE FUTURES AND SKETCH OUT APLAUSIBLE FUTURE WE BELIEVE THAT WE CAN CREATE.
  • (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 WHAT TRANSITION IN WHAT WILL HOT TRENDS FORSphere THE DISTANT FUTURE DRIVE THE THE IMMEDIATE ? LONG TERM FUTURE? FUTURE ?AmbitionBusinessModelBrand
  • OUR LONG TERM FUTURE AMBITION FORBusiness BUSINESS AS BIG STRETCH : OUR MIDDLE WAY: A WILDCARDS: THE DISTANT USUAL : OUR PAST BEST POSSIBLE PLAUSIBLE AND WINDFALLS ORSphere FUTURE CREATES OUR FUTURE DESIREABLE WIPEOUTS FUTURE FUTUREAmbitionBusinessModelBrand
  • (5) HOW DO WE GET THERE? WE BUILD SCENARIOS ON HOW OURCHOICES WILL IMPACT ON THE FUTURE WE WISH TO CREATE
  • “Humans create their own futures….and they do so by making decisions and takingaction.Scenarios…..enable…..better decisions as a resultof a better understanding of the choices they mayface and the potential consequences of those choices.….allow decision makers ….to design customsystems …”The Role of System Theory in Scenario PlanningThomas Chermack Journal of Futures Studies, May2004, 8(4): 15 - 30
  • .Business Top Change Impact: Uncertainty Impact Rank ofElement Issue: How : How much Score Importanc important is are we able Multiplied e: highest What needs it to our to do about byUncertai score = to change? survival or it? How nty Score most success? much to get important (Score 1-5) choice do Overall we have? Score Out of 25 What is our Room to Move? (Score 1-5)AmbitionBusinessModelBrand
  • Change Best WorstIssue Possible Possible Approach Approach#1:#2:
  • What do I do in What do I do in this this Action Best Approach Action Scenario: Scenario: to Issue # 1 • Text • Text • Text • Text • Text • Text • Text Name of this Name of Worst Approach Scenario thisto Issue # 2 Scenario Best Approach to Issue # 2 Name of Name ofWhat do I do in this this this What do I do in thisAction Scenario:• Text Scenario Scenario Action Scenario: • Text• Text • Text• Text • Text• Text • Text Worst Approach to Issue # 1 54
  • 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
  • 6) WHAT STORY DO WE BUILD? WE WRITE UP THE STORY AND CREATE APICTURE OF THE FUTURE THAT WE DESIRE.
  • Summary SentenceDISTANT FUTURELONG TERM FUTUREIMMEDIATE FUTUREPRESENT TIMERECENT PASTLONG PASTDISTANT PAST
  • 7) WHAT DO WE DO NEXT?WE DESIGN OUR SYSTEMS AND SET TARGETS FOR HOW WE WILL CREATE THE FUTURE THAT WE DESIRE.
  • 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 ProgrammesOUR 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?
  • ABOUT Shahid SolomonShahid is a strategist and skilled leader, coach,innovator and programme manager.
  • 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.
  • Rates Per Hour Corporate R 1 500 Government R 800 NGO R 400
  • Telephone +27 (0) 71 917 5011Telephone: + 27 (0) 82 6580 617Email: shahidsolomon@gmail.com shahid@novation2050.co.zaFax: +27(0) 86 773 6615Twitter: @ShahidSolomonSkype: shahidsolomonFacebook: shahid.solomon.1@facebook.com novation 2050@facebook.com