Future Value Framework @daniel_egger

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My book Future Value Generation now available your Amazon http://www.amazon.com/dp/B01E25ZXFK
Most companies today are challenged by change. They strive to react with quick solutions, while at the same time design new opportunities for the future. But inevitably, they get disappointing results.


Why? In Future Value Generation, Daniel Egger offers a compelling and provocative answer: Innovation merely attempts to solve past problems, Strategy locks in a static worldview, and foresight too often explores what is possible, but not practical. The missing integration of the three processes leads to a prioritization of the present, and an intensifying urgency to prepare for the future.

As the quantity and complexity of change will only increase, the pressure for executives to react to it and proactively shape their future grows.

To create new value, companies need integration. The logic presented in this book explores the synergies and benefits of connecting innovation, foresight and strategy. It presents a framework that increases the agility of strategic implementation, establishes a continuous and aligned innovation process, and explains how to generate value for the future.

Filled with deep practical insights and fresh perspectives, Future Value Generation is a “how-to” for successful and profitable future organizations.

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Future Value Framework @daniel_egger

  1. 1. With contributions and insights from such renowned thinkers and doers as Aga Szóstek, Artur Arsénio, Diogo Dutra, Erica Orange, Érico Fileno, Harry West, Jeffrey Tjendra, Luis Gustavo, Malcolm Ryder, Maria Paula Oliveira, Mark Storm, Mattia Crespi and Norman Wang.
  2. 2. STATIC STRATEGY EASILY CAN BE TOO
  3. 3. PROBLEMS INNOVATION TOO MUCH ABOUT THE PRESENT
  4. 4. POSSIBLE AND Foresight EASILY LOSE ITSLEF IN THE
  5. 5. EVERYTHING IS IN CONSTANT CHANGE Neither Strategy, Innovation, or Foresight can attend the new emerging needs by its own. Integration and the exploration of beneficial synergies is necessary.
  6. 6. FUTURE VALUE FRAMEWORK
  7. 7. THE KEY TO SUCCESS IS ACCESS TO OPPORTUNITY In today’s ever-changing world, we need to accept uncertainty. Yet complete uncertainty equals chaos and exploration makes little sense. Rarely do new possibilities still exist in pure certainty—if they do, they are already part of present logics. The solutions are not the extremes of complete uncertainty or certainty; we need integration .
  8. 8. The Future Value Framework guides to add value to people and organizations. It does so by integrating the disciplines of innovation, foresight and strategy.
  9. 9. WHAT DOES THE FRAMEWORK DELIVER? New business logics Human-centered organization Higher level of preparedness for external surprises Strategic Capabilities aligned with future goals Organizational flexibility and faster decision making Crisis management with fewer negative future implications
  10. 10. MODULAR The Framework is modular. The choice what building blocks you explore, depends on the organizational challenge and context. However, if you do not know yet where to start, it makes sense to follow 7 – steps and start diagnosing.
  11. 11. No longer should they stand alone, but generate benefits through integration. Finding synergies is the key to creating an agile organization that balances the present with the future, and external changes with the internal value offering. Innovation, foresight and strategy have to be about sense-making.
  12. 12. We need to use foresight and transform the understanding of the ongoing shifts into present insights. Integrating insights and foresight: innovation and foresight. I can assure that your Strategic Capabilities will be different, as well. Some we can adjust, others we need to create. Knowing what will change and how to adapt your business abilities means to connect the present with the future: strategy and foresight. Finally, with constant change, we must react swiftly, be prepared, and have access to alternatives—options that allow us to manage crises in the present, explore new opportunities, and implement the changes necessary in our Strategic Capabilities to generate future value. We need an integration of strategy, innovation and foresight.
  13. 13. INNOVATION FORESIGHT STRATEGY
  14. 14. Strategic Management Strategic Management Strategic Planning Strategic Planning Foresight Foresight Strategic Management Innovation Strategic Planning Foresight Foresight Innovation
  15. 15. CONTEXT DRIVEN The framework objective is to create a better awareness and build upon the organizational and people’s context.
  16. 16. AN INTEGRATING CANVAS
  17. 17. Present Value Proposition What value do we generate? What value is exchanged? Where? When? Why do we matter? Portfolio of Changes What is our Focal Question? What will change the future? What changes are relevant to our business? Futures Context What plausible societies will exist? What will people value, and what are their actions? Vision What is our future purpose and vision? Future Value Proposition What value will we generate? What value will be exchanged? Where? When? Why will we matter? Value Policies What change in Strategic Capabilities is necessary? What strategic actions are necessary? Options Portfolio What assets/resources do we have? What new assets/resources do we need?
  18. 18. WHAT THE FRAMEWORK IS NOT!
  19. 19. It isn’t exclusive Organizations have invested time and money in creating a “toolbox” containing different tools, methods and methodologies. The Future Value Framework is integrative and builds upon what already exists. It diagnoses, mobilizes and sets a strategy for how to adapt, use or complement your tools to generate future value.
  20. 20. It isn’t meant to predict the future The Framework connects the future with the present and doesn’t “predict” tomorrow, but balances the desired and the possible; the potential and the plausible. It helps you to understand, prepare for and create new opportunities and value, supporting an agile strategy that serves short- and long-term decision making in times of uncertainty.
  21. 21. It doesn’t have a singular focus The purpose of the Framework is to identify and implement value. It balances the present and future; external changes and internal Strategic Capabilities. The logic explores the need for an agile process, defines a solid strategic north, and facilitates mapping to understand relevant external challenges and create new value for the organization and its clients.
  22. 22. THE 7 - BUILDING BLOCKS
  23. 23. OPTIONS PORTFOLIO The Options Portfolio is a combination of alternatives aligned to the organizational boundaries. PRESENT VALUE PROPOSITION The Present Value Proposition describes which value is exchanged. PORTFOLIO OF CHANGES The Portfolio is a choice of changes relevant to the organizational business model. FUTURES CONTEXT The Futures Context describes techno-human future logic. VISION Vision is an energetic commitment, balanced with what is possible for the organization. FUTURE VALUE PROPOSITION The Future Value Proposition describes what value the organization adds to people, and the possible exchange of value. VALUE POLICIES Value Policies lay a course of action and define an approach for agile decision making.
  24. 24. The Present Value Proposition describes which value is exchanged. The flow must be sustainable for all parts involved. It is where the Value Generator (organization) and the Value Perceiver (people) meet. This connection defined the “why” of existence and how the organization adds extra value for clients. VALUE PROPOSITION For whom and when do we generate value? What value flows?
  25. 25. The Portfolio is a choice of Driving Forces (faster changes) and Attractors (slower accumulating changes) relevant to the organizational context. It establishes a strategic focus for practical implementation. Integrated with the other Building Blocks, it increases awareness of shifts and facilitates agile decision making. The Portfolio improves strategic alignment between the present and the future. PORTFOLIO OF CHANGE What are the relevant Attractors and Drivers? Do we prioritize opportunities or risks?
  26. 26. The Futures Context describes techno-human future logic. “People of the Future” play a central part in this setting. Their preferences define how the organization can offer and be relevant in the new context. The interplay of the individual, society and technology allows the identification of new opportunities and risks. FUTURES CONTEXT What drives future societies? What do people value?
  27. 27. Vision is an energetic commitment, balanced with what is possible for the organization. It integrates the desires, purpose, the present/future Strategic Capability and sense-making to internal and external stakeholders. The vision mobilizes and sets a workable strategic north. VISION What is the reason we will exist? What is our purpose?
  28. 28. The Future Value Proposition describes what value the organization adds to people, and the possible exchange of value. We identify new opportunities, and determine what business logics and Strategic Capabilities are necessary to generate future value. FUTURE VALUE PROPOSITION Why will people choose us in the future? What value will we add?
  29. 29. Value Policies lay a course of action and define an approach for agile decision making. Policies define the change necessary to create new value. They connect the future with the present, and external changes with the internal organizational context. Each Value Policy allows a controlled implementation of short-term tactics aligned to the set strategic north, adjusting the Strategic Capabilities. VALUE POLICIES What new Strategic Capabilities do we need to generate future value? What is our strategy of change?
  30. 30. The Options Portfolio is a combination of alternatives aligned to the organizational boundaries. Pre-validated against the Value Policies, it offers a buffer of choices to be accessed when needed. The Portfolio facilitates decision making when a fast response is necessary, and increases alignment with the Vision and Future Value Proposition. It integrates a process of innovation aligned with strategy. OPTIONS PORTFOLIO What options do we have/need to implement the change? How can we generate new options?
  31. 31. AN INTEGRATING CANVAS
  32. 32. FVG & VUCA FVG & DT

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