Phenomena race strategy model


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Converting non-customers to customers, non-performers to performers, non-motivated staffs to motivated ones and non-interest to interest all go in four phases. This is in emulation of converting low-quality grade coal to a high-quality one. This is a four blocks-based strategy, the acronym of which is RACE.
The C in the RACE strategy is Conversion and not Creativity as is in the Blue Ocean Strategy. In fact, the presentation questions the validity of having a block for creativity.

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  • @CharlesPrabakar
    Charles, you bring great points to the discussion. Yes, I agree with you that eagles are exceptional in that we need to 'swim and fly'. You touch upon a great idea, which is I find lacking in the Blue Ocean Strategy. Transformation is covered in the Phenomena RACE Model under the domain Employ in other areas. Besides, creativity should be part of any activity we do and I feel it is unnecessary to devote a dedicated domain to it as is the case with Blue Ocean Strategy.
    A second important issue that you raise is the indirect reference to the Mulplier Force. This has been a subject of a recent presentation that I published on slideshare 'Marketing and Performance Multiplier Force'.
    Thanks dear Charles for awakening the seeds in my head.
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  • @DrAliAnani – Once again, you bring up a great point - Yes, it all comes down being infinitely fit on our minds (which is virtual), as everything under heaven gets conceived in its entirety, on our minds, before it becomes a reality in the physical world, and rightfully so, when we combine the infinite virtual and limited physical resources, our fitness value is multiplied exponentially with an infinite measure, which is one of the foundational driver of our firm’s Virtual Ocean Strategy.

    Coming back to your swimming competition, as I much as I agree that Blue ocean strategies, teach us to swim along with sharks, there come the times in our life, we also may have to learn to “swim and fly” simultaneously, like Eagles, which by the way, was the essence of our firm’s Virtual Ocean Strategy.

    In other words, Eagles, as you know better than I do, is the only bird that flies above the storms (when other birds take shelter), however, when it spots a fish from far off, in a deep ocean (among the sharks so to speak), it knows, how to swiftly come down to the ocean to swim and grab the fish before flying again.

    In other words, as we saw in the previous rabbit-turtle metaphor, Eagle is a situational hunter and it knows when to fly and when to swim - and no wonder, it is a great metaphor explaining the Virtual Ocean Strategy(

    As always, you stimulate some interesting conversations Dr. Anani
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  • @CharlesPrabakar
    Thanks, Charles for your inspiring comment, which I greatly appreciate.
    How about mental fitness in swimming competition in a sea full of sharks!
    I like the bursts your comments cause to my mind.
    Business is like competing in a sea of sharks- back to the Blue Ocean Strategy!
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  • @bicefablog
    David- you wrote a brilliant comment. You can see perfectly well the connections and then move on to make your suggestions.
    If you have 1000 dollars and I have the same on the surface we are equal in wealth, but if you spend them wisely then your spending power is better than I if I spend the same money unwisely. I agree that measuring horsepower isn't an easy job, but the trend we may detect. Linking this to your last paragraph we need also self-igniting motivators who know how to keep pace with others to encourage them and take them sometimes into unknown adventures.
    Your references to the comments by Dr. Rod King and the dear Juao Maya are spot on.
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  • @DrAliAnani you bring up a great point – “Whether Strategy, is a marathon, sprint or both?”
    As you have correctly said, environmental conditions do change in the business world and one right remedy to mitigate them, as you have correctly said is, to run in proximity as a team.
    In other words, the appropriate speed in which, we react to business situations depend upon the seasons of the business cycle and the capabilities of our different resources – as aptly explained in the Rabbit-Turtle (or Frog) story, as beautifully animated in this reframed rabbit-turtle story. (

    As a matter of fact, I wrote an article, couple of years ago as well (

    On the whole, your additional 18 marathon-sprint mindset driven slides is a great value-add to your already superior presentation!
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Phenomena race strategy model

  1. 1. STRATEGY MODEL Phenomena Ali Anani, PhD RACE
  2. 2. I dedicate this presentation to my co-commenter, who influenced me deeply with their deep thoughts Dr. Rod King Paul Merino, The Time Hunter
  3. 3. A new strategic model with four blocks, but without the creativity block such as in the Blue Ocean Strategy How Come?
  4. 4. Coal as a metaphor for the S T R A T E G Y RACE
  5. 5. RACE Strategy of enhancing coal performance involves Review of Quality Avoidance of Impurities Conversion to Higher Grade Employment in other Uses Review of Quality Avoidance of Impurities Conversion to Higher Grade Employment in other Uses
  6. 6. RACE Strategy of enhancing employees’ performance involves Review of Quality of Staff Review of Quality of Staff Avoidance of Performance Retarders Avoidance of Performance Retarders Conversion of Performance to Higher Value-Added Conversion of Performance to Higher Value-Added Employment of Employees in other Fields Employment of Employees in other Fields
  7. 7. Why coal doesn’t burn efficiently? Why employees burn-out instead of igniting their performance?
  8. 8. Coal heating performance depends on: • Origin and quality of coal • Quality of burning furnace • Quality of Burning atmosphere • Quality of staff in charge of the burning process Employees’ performance depends on: • Quality of employee • Job fitness • Quality of work environment • Quality of management
  9. 9. Methods to improve coal burning performance and their extensibility to employees
  10. 10. To know who you shall be, you have to know who you are The Review Step
  11. 11. Coal is washed with a water or chemical bath to remove some impurities. Why coal doesn’t burn efficiently? Wash away negativity, fears and doubts before firing.
  12. 12. To ignite yourself to your goal, you need to know your current potential energy or capacity
  13. 13. Organizations are indifferent
  14. 14. Review Your most engaged staff may be your worst workers eers/management/your-most-engaged-staff-may-be-your -worst-workers/article11427682/
  15. 15. Don’t pick the wrong coal Low performers feel motivated and they de-motivate the performing ones.
  16. 16. Spillover effect in operation Low performance downgrades high performance
  17. 17. Employees increasingly come from different origins Watch out for effect on performance The wide range in properties of coal results from coal’s diverse
  18. 18. Know what not to do and what to do The Avoid Step
  19. 19. Some employees can be so toxic, they can poison your workplace Sometimes it is better not to “ignite” employees like it is better not to ignite coal
  20. 20. Entropy suggests it is easy to go from high-firing coal to low one
  21. 21. Engaged performers may lose heart
  22. 22. Engaged performers may lose heart Apply the Hawthorne Effect The Hawthorne effect refers to a phenomenon in which employees change their behavior as a result of showing them your interest and appreciation
  23. 23. Draw the "energy map” of employees Remember that Some minor impurities preclude even good coal from burning healthily Avoid the low-performers, even if minority they still inhibit performance
  24. 24. Before converting your employees know first their heat content as measured by their engagement, morals and positive attitudes and thoughts
  25. 25. The Convert Step Now, you are ready to convert performance
  26. 26. Conversion rate optimization should be an ongoing and structured process, rather than a one-off effort
  27. 27. The High Cost of Low Morale Morale can be the fuel that drives an organization forward or the fuel that feeds the fires of employee discontent, poor performance, and absenteeism (Ewton, 2007). causes-of-poor-performance
  28. 28. Conversion, but to what? A variety of conversion processes are used to convert biomass to either thermal energy, liquid, solid or gaseous fuels. These processes include thermal conversion via combustion or pyrolysis and chemical conversion
  29. 29. Conversion of Non-Customers to Customers Conversion of non-performers to performers
  30. 30. you simply cannot have engaged customers without having engaged employees
  31. 31. Clean coal conversion processes Find green ways of converting your employees and non-customers
  32. 32. Coal to Coke Targeted Conversion Convert purposefully
  33. 33. Plants convert a low grade of coal, lignite, into clean-burning a synthesis gas, which is similar to natural gas Positive thinking may convert low performers to high performing ones. Beware this is an energy—consuming process
  34. 34. Converting low grade coal to synthetic gas is a four step process The Heating Phase The Reaction Phase The Purification Phase The Catalytic Phase The Heating Phase The Reaction Phase The Purification Phase The Catalytic Phase
  35. 35. Converting low performing employees to aligned and performing customers go in a four phase process The Heating Phase Raising Moral Converting to a different moeity Get employees rid of negativity Alignment with the vision of the organization The Reaction Phase The Purification Phase The Catalytic Phase The Heating Phase Raising Moral Converting to a different moeity Get employees rid of negativity Alignment with the vision of the organization The Reaction Phase The Purification Phase The Catalytic Phase
  36. 36. From coal to jet fuel Turn your non-customers into fuel that energizes your organization, but be green
  37. 37. The Employ Step
  38. 38. Employ Employ coal to manufacture other products Employ Your employees in higher-value activities
  39. 39. Having Known where stand and at what energy level then, first how to improve your present situation to improve your future?
  40. 40. There is no creativity block as is in the Blue Ocean Strategy? How come?
  41. 41. Creativity should be an integral part of the four blocks of It is not a standalone block intentionally RACE
  42. 42. Convert Avoid Employ Review
  43. 43. Phenomena RACE Strategy Model and Racing RACE Strategy Model
  44. 44. Both strategies carry the RACE name, but are that all?
  45. 45. In racing, whether athletes’ race or car race, keeping an even pace is of great importance towards winning
  46. 46. Don’t go fast to reach firstly
  47. 47. Running an even pace is the most rewarding way to run the fastest time. The racer uses oxygen most economically and keeps lactate accumulation to a minimum. Most distance world records are based on running even pace
  48. 48. Going too fast too soon is like Speaking too fast
  49. 49. And probably no body may understand you
  50. 50. Review your strength and determine you strategy pace
  51. 51. Be thoroughly warmed up before starting your long race
  52. 52. Environmental conditions may force you to reconsider your strategy
  53. 53. Run in proximity to groups such that the group will shield you from the wind
  54. 54. In hot days start race slowly so that you don’t consume your energy
  55. 55. Avoid making the wrong tactics
  56. 56. Remember you shall need your mental energy for the concluding stages of the race. When your muscles are irritable and your legs are insurgent your mental fitness is of prime importance
  57. 57. Convert your tactics so that you use the fittest one
  58. 58. Time your moves and be ready to adapt: When to change your speed, When not to look back so that competitors may not see this act as lack of self- assurance?
  59. 59. Employ good sense all the way
  60. 60. I invite readers to comment, add and criticize so finalize the RACE strategy so that tools and case studies may be added in subsequent presentations