www.flickr.com/photos/80974239@N00/2611679744	  
Thomas J. Watson
THINK
Steve Jobs
THINKDifferent
Gerard Senehi
THINKoutside the box
Co-creation
Strategic	  Planning	  Workshop	  Outcomes	  •  A	  shared	  understanding	  of	  strategic	  planning	  as	  a	     conIn...
“The	  future	  belongs	  to	  those	  who	  see	  possibiliIes	  	  before	  they	  become	  obvious.”	                  ...
Adapting to
Question 1:Are you open andreceptive to change?
Question 2:When was the last timethat you did somethingfor the first time?
CHANGING  what’sNormal
Misperception
Law of change  “If you do what you  have always done,  you’ll get what you       always got.”
Definition of insanity Doing the same thing     over and over again and expecting  a different result.”                   ...
0	                            10	          Create	  Ideas?	  
0	                                    10	          Make	  Ideas	  Happen?	  
Ideas	  ExecuIon	  
0	                    10	          Process?	  
Thinker	                   Doer	                Profile?	  
Thinker:	   	  always	  generaIng	  ideas,	                   struggles	  to	  focus	  and	                   execute	  re...
“It	  is	  not	  the	  strongest	          of	  the	  species	  that	    survive,	  nor	  the	  most	   intelligent,	  but...
Question 3:What is yourAdaptive Capacity?
How do you respond to change?                                www.flickr.com/photos/stephangeyer/2438944054	  
Resistance
A prisoner of the past                         www.flickr.com/photos/pepino1976/2923239988	  
PROTECTORS   of theSTATUS QUO
Discriminating  against theFUTURE
Letting go ofCERTAINTY     andFixed Ideas
Being open toPOSSIBILITIES     andNot Knowing
“When	  nothing	  is	  sure,	  _everything	  is	  possible.”	                     -­‐	  Margaret	  Drabble	  (1939-­‐)	  	...
ABILITY   toSuspend
JUDGE  MENT
INSTIGATIONCapital
“When	  the	  rate	  of	  change	  externally	  is	  greater	  than	  the	  rate	  of	  change	  internally,	  you	  have	...
External speed of change                           www.flickr.com/photos/sergei24/306212854	  
Internal speed of change          www.flickr.com/photos/14degrees/440515255
Business	  AGILITY
Capacity	      toADAPT
Ability   toLEARN	  
“I	  am	  always	  doing	  that	         which	  I	  can	  not	  do	  in	     order	  that	  I	  may	  learn	             ...
Strategy means:	  CreatingCHOICES	  
Creating choices means:	  ScenarioTHINKING	  
A	  journey	  into	  the	  unknown	                     www.flickr.com/photos/mtsofan/3618271222	  
Show others how  to get there www.flickr.com/photos/19779889@N00/4098873568	  
The journey is never  straight forward       www.flickr.com/photos/dotpolka/3710843358	  
Obstacles ahead                  www.flickr.com/photos/execuIonsinfo/2115921367	  
Anticipate change                53
Listen to your customers
Anticipate the future                        55	  
Thinking	  at	  3	  Time	  Horizons:	  Por`olio	  Thinking:	  	                              High-­‐Growth	               ...
“Thinking	  is	  the	  hardest	      work	  there	  is,	  which	  is	     probably	  the	  reason	  so	  few	  people	  en...
Right answer, wrong question               www.flickr.com/photos/classblog/5524303732	  
“If	  I	  had	  listened	  to	  my	  customers,	  I	  would	  have	      built	  a	  faster	  horse.”	                    ...
LEADER     orFOLLOWER?	  
Being a followercan be dangerous
1    Strategic	  Thinking	  Framework	  2 AdapIve	  Thinking	  3 Sources	  of	  Co-­‐CreaIon	  
Strategy,	  Leadership	  and	  Vision	                answer	  the	  question:	                                           ...
A strategycoordinates action   to address aspecific challenge                 68	  
Strategy is not binary         Costs	         Revenues	                              www.flickr.com/photos/carowallis1/4325...
1    Strategic	  Thinking	  Framework	  2 AdapIve	  Thinking	  3 Sources	  of	  Co-­‐CreaIon	  
Entrepreneurial mindset
Child-like thinking   www.flickr.com/photos/toekneesan/3847444842	  
Divergent thinking        	  
Divergent thinking                     http://www.flickr.com/photos/ferranp/2333698704
Convergent thinking        	  
Convergent thinking   www.flickr.com/photos/pursuethepassion/3822008906	  
AND thinking
AND thinking               www.flickr.com/photos/artwithrays/3919906312	  
AND Thinkingwww.flickr.com/photos/thelastminute/4754410169	  
AND Thinkingwww.flickr.com/photos/carolyncoles/3097883695	  
AND thinking               www.flickr.com/photos/koffiemetkoek/238250538	  
Overcome resistance83	  
Constraint-based   thinking                   www.flickr.com/photos/squonk/651697384	  
Recurrent constraints       www.flickr.com/photos/johnduffell/3646401418	  
Collective constraint based thinking
Bring about the possible          www.flickr.com/photos/morberg/3842815564	  
Resilient thinking                     www.flickr.com/photos/stewartmorris/5743763864	  
1    Strategic	  Thinking	  Framework	  2 AdapIve	  Thinking	  3 Sources	  of	  Co-­‐CreaIon	  
You need a map
… Navigational tools
Collaborative thinking                         www.flickr.com/photos/xrrr/2478140383	  
Alignment: seeing the same future                   www.flickr.com/photos/abekleinfeld/3246172487	  
Accelerators     ANDInnovators
Victims of change  www.flickr.com/photos/29425486@N03/3478100507	  
Improving	   your Capacityto lead Change
Co-laborationCo-innovation Co-creation	  INCLUSION
The LEADER’S	  role?    	     Creating anADAPTIVE	  Culture	  
think	  dif	   erently   f	  
Wishing for change     www.flickr.com/photos/superzelle/3853482206	  
Changestarts withCHOICE
CHANGE  beforeYou have to CHANGE
Strategic Thinking	    1.          Checklist	          Accept	  where	  you	  are	  today	    2.    Let	  go	  of	  certai...
Taking   care        ines s...o f bus                                                  David	  R	  Ednie	                 ...
Strategic Change
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Strategic Change
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Strategic Change

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Change starts with you. Organisational change is the sum total of individual change. So, are you really open to change? You think so? OK, when was the last time that you did something for the first time? The golden rule: "Change before you have to change."

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Strategic Change

  1. 1. www.flickr.com/photos/80974239@N00/2611679744  
  2. 2. Thomas J. Watson
  3. 3. THINK
  4. 4. Steve Jobs
  5. 5. THINKDifferent
  6. 6. Gerard Senehi
  7. 7. THINKoutside the box
  8. 8. Co-creation
  9. 9. Strategic  Planning  Workshop  Outcomes  •  A  shared  understanding  of  strategic  planning  as  a   conInuous  process,  supported  by  a  collecIve  mindset   of  strategic  change  •  Co-­‐creaIon  of  a  high  level  strategic  master  plan  based   on  the  acIon  plans  for  each  of  the  Top  5  areas  of   strategic  opportunity  •  Commitment  and  buy-­‐in  to  acIons,  Imelines,  roles   and  responsibiliIes   SalesChannel  Europe  ©2012    All  rights  reserved   10  
  10. 10. “The  future  belongs  to  those  who  see  possibiliIes    before  they  become  obvious.”   -­‐  John  Scully  “The  best  way  to  predict  the  future  is  to  create  it.”   -­‐  Peter  Drucker  
  11. 11. Adapting to
  12. 12. Question 1:Are you open andreceptive to change?
  13. 13. Question 2:When was the last timethat you did somethingfor the first time?
  14. 14. CHANGING what’sNormal
  15. 15. Misperception
  16. 16. Law of change “If you do what you have always done, you’ll get what you always got.”
  17. 17. Definition of insanity Doing the same thing over and over again and expecting a different result.” 1925 January 2007
  18. 18. 0   10   Create  Ideas?  
  19. 19. 0   10   Make  Ideas  Happen?  
  20. 20. Ideas  ExecuIon  
  21. 21. 0   10   Process?  
  22. 22. Thinker   Doer   Profile?  
  23. 23. Thinker:    always  generaIng  ideas,   struggles  to  focus  and   execute  reliably  Doer:    focuses  on  geng  things   done,  may  be  skepIcal  to   new  and  different  ideas  Both:    creaIve  completer    co-­‐creaIon/co-­‐compleIon  
  24. 24. “It  is  not  the  strongest   of  the  species  that   survive,  nor  the  most   intelligent,  but  rather   the  one  most  adaptable  to  change.”   -­‐  Charles  Darwin   1809  -­‐  1882   26  
  25. 25. Question 3:What is yourAdaptive Capacity?
  26. 26. How do you respond to change? www.flickr.com/photos/stephangeyer/2438944054  
  27. 27. Resistance
  28. 28. A prisoner of the past www.flickr.com/photos/pepino1976/2923239988  
  29. 29. PROTECTORS of theSTATUS QUO
  30. 30. Discriminating against theFUTURE
  31. 31. Letting go ofCERTAINTY andFixed Ideas
  32. 32. Being open toPOSSIBILITIES andNot Knowing
  33. 33. “When  nothing  is  sure,  _everything  is  possible.”   -­‐  Margaret  Drabble  (1939-­‐)     English  Novelist   35  
  34. 34. ABILITY toSuspend
  35. 35. JUDGE MENT
  36. 36. INSTIGATIONCapital
  37. 37. “When  the  rate  of  change  externally  is  greater  than  the  rate  of  change  internally,  you  have  a  problem.”   -­‐  Jack  Welch   39   www.flickr.com/photos/nathaninsandiego/3466495191  
  38. 38. External speed of change www.flickr.com/photos/sergei24/306212854  
  39. 39. Internal speed of change www.flickr.com/photos/14degrees/440515255
  40. 40. Business  AGILITY
  41. 41. Capacity   toADAPT
  42. 42. Ability toLEARN  
  43. 43. “I  am  always  doing  that   which  I  can  not  do  in   order  that  I  may  learn   how  to  do  it.”     –  Pablo  Picasso   45
  44. 44. Strategy means:  CreatingCHOICES  
  45. 45. Creating choices means:  ScenarioTHINKING  
  46. 46. A  journey  into  the  unknown   www.flickr.com/photos/mtsofan/3618271222  
  47. 47. Show others how to get there www.flickr.com/photos/19779889@N00/4098873568  
  48. 48. The journey is never straight forward www.flickr.com/photos/dotpolka/3710843358  
  49. 49. Obstacles ahead www.flickr.com/photos/execuIonsinfo/2115921367  
  50. 50. Anticipate change 53
  51. 51. Listen to your customers
  52. 52. Anticipate the future 55  
  53. 53. Thinking  at  3  Time  Horizons:  Por`olio  Thinking:     High-­‐Growth   Businesses   •  Today’s  revenue   growth  +   tomorrow’s  cash   flow   Horizon  3   36  -­‐  72  months  Current  Businesses  •  Generate   today’s  cash   Horizon  2   flow   12  -­‐  36  months   Growth  OpIons   •  OpIons  on   future  high-­‐ growth   Horizon  1   businesses   0  -­‐  12  months   *Escape  Velocity,  by  Geoffrey  Moore,  HaperCollins  2011   SalesChannel  Europe  ©2012    All  rights  reserved  
  54. 54. “Thinking  is  the  hardest   work  there  is,  which  is   probably  the  reason  so  few  people  engage  in  it.”   -­‐  Henry  Ford   1863  -­‐  1947  
  55. 55. Right answer, wrong question www.flickr.com/photos/classblog/5524303732  
  56. 56. “If  I  had  listened  to  my  customers,  I  would  have   built  a  faster  horse.”   -­‐  Henry  Ford   1863  -­‐  1947  
  57. 57. LEADER orFOLLOWER?  
  58. 58. Being a followercan be dangerous
  59. 59. 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
  60. 60. Strategy,  Leadership  and  Vision   answer  the  question:     How  can  we  shape  the  unseen   forces  that  transform   performance.”   67  
  61. 61. A strategycoordinates action to address aspecific challenge 68  
  62. 62. Strategy is not binary Costs   Revenues   www.flickr.com/photos/carowallis1/4325317025  
  63. 63. 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
  64. 64. Entrepreneurial mindset
  65. 65. Child-like thinking www.flickr.com/photos/toekneesan/3847444842  
  66. 66. Divergent thinking  
  67. 67. Divergent thinking http://www.flickr.com/photos/ferranp/2333698704
  68. 68. Convergent thinking  
  69. 69. Convergent thinking www.flickr.com/photos/pursuethepassion/3822008906  
  70. 70. AND thinking
  71. 71. AND thinking www.flickr.com/photos/artwithrays/3919906312  
  72. 72. AND Thinkingwww.flickr.com/photos/thelastminute/4754410169  
  73. 73. AND Thinkingwww.flickr.com/photos/carolyncoles/3097883695  
  74. 74. AND thinking www.flickr.com/photos/koffiemetkoek/238250538  
  75. 75. Overcome resistance83  
  76. 76. Constraint-based thinking www.flickr.com/photos/squonk/651697384  
  77. 77. Recurrent constraints www.flickr.com/photos/johnduffell/3646401418  
  78. 78. Collective constraint based thinking
  79. 79. Bring about the possible www.flickr.com/photos/morberg/3842815564  
  80. 80. Resilient thinking www.flickr.com/photos/stewartmorris/5743763864  
  81. 81. 1 Strategic  Thinking  Framework  2 AdapIve  Thinking  3 Sources  of  Co-­‐CreaIon  
  82. 82. You need a map
  83. 83. … Navigational tools
  84. 84. Collaborative thinking www.flickr.com/photos/xrrr/2478140383  
  85. 85. Alignment: seeing the same future www.flickr.com/photos/abekleinfeld/3246172487  
  86. 86. Accelerators ANDInnovators
  87. 87. Victims of change www.flickr.com/photos/29425486@N03/3478100507  
  88. 88. Improving   your Capacityto lead Change
  89. 89. Co-laborationCo-innovation Co-creation  INCLUSION
  90. 90. The LEADER’S  role?   Creating anADAPTIVE  Culture  
  91. 91. think  dif   erently f  
  92. 92. Wishing for change www.flickr.com/photos/superzelle/3853482206  
  93. 93. Changestarts withCHOICE
  94. 94. CHANGE beforeYou have to CHANGE
  95. 95. Strategic Thinking   1.  Checklist   Accept  where  you  are  today   2.  Let  go  of  certainty/fixed  ideas   3.  Be  open  to  possibiliIes/not  knowing   4.  Challenge  your  assumpIons   5.  AnIcipate  change  using  ‘AdapIve  Thinking’   6.  Set  realisIc  and  achievable  goals   7.  Have  posiIve  expectaIons   8.  Create  a  sense  of  urgency   9.  Have  fun!  
  96. 96. Taking care ines s...o f bus David  R  Ednie   President  &  CEO   SalesChannel  Europe   Ph:  +33  676  60  09  25  (FR)       Email:  david@saleschannel-­‐europe.com   Website:  www.saleschannel-­‐europe.com   www.flickr.com/photos/horacio/3781750  
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