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Business transformation trends and smart methodology

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Business Transformation Trends 2020+
Business Transformation Smart Approach

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Business transformation trends and smart methodology

  1. 1. Introduction (Carl Danneels) Business Transformation Trends 2020+
  2. 2. Trends spotting is not a crystal ball
  3. 3. Trends analysis is rather a mindset to approach future challenges
  4. 4. 3 dimensions BUSINESS ENVIRONMENT TIME HORIZON BUSINESS THEMES
  5. 5. BUSINESS THEMES
  6. 6. Workforce GrowthInnovation Digital TransformationFinancial Cost Mgmt Customer & Product Improvements Corporate Development Wim Jurgen Dirk Frederic Jan Mixel Andrea/Stephanie Carl Carl SizeofimpactontheStrategy Boardroom time allotted to the business theme BUSINESS THEMES Business Themes: Strategy Impacts vs. Boardroom time (BE) Source: Berenschot – Strategy Trends in Belgium 2019
  7. 7. Traffic Congestion New Way of Working Open Data Portal Europe Disruptive Innovation Digital Sustainability THE BUSINESS ENVIRONMENT Blockchain, 5g, AI,IoT,Big data
  8. 8. Digital Transformation Work needs to be meaningful to be attractive, which means that there is a strong demand for purpose-led organisations and workplaces and therefore a need to define and adopt values based work. THE BUSINESS ENVIRONMENT
  9. 9. THE BUSINESS ENVIRONMENT Source: “Human value in the digital age” (PwC – Dec. 2017)
  10. 10. TIME HORIZON © Christina Ferraz
  11. 11. TIME HORIZON © Christina Ferraz
  12. 12. BUSINESS THEMES © Christina Ferraz
  13. 13. BUSINESS THEMES
  14. 14. The business model canvas (source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley).
  15. 15. The business model canvas (source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley).
  16. 16. Anyone in Contact with The Consumer
  17. 17. The Ambidextrous Organization Carl Danneels Jan. 25th, 2020 Business Transformation Trends 2020+ Seminar
  18. 18. THE CHALLENGE • Start-ups as well as incumbents need to transform • Both network as well as smart hierarchy is needed • Balancing exploration and exploitation = ambidexterity • The Transformation approach is key
  19. 19. “And never the twain shall meet ?” (R. Kipling)
  20. 20. They embraced the idea of AMBIDEXTERITY
  21. 21. Not everybody agrees ... or do they ?
  22. 22. The Case of the Incumbent 12 Key Questions
  23. 23. Three scenarios Scenario 1: apart van het moederbedrijf – geen banden Scenario 2 : parallel aan het moederbedrijf – gedeelde resources Scenario 3: transformatie van binnen uit Scenario 1: Seperate from mother – no ties Scenario 2 : Parallel with mother – shared resources Scenario 3: Tranformation from within
  24. 24. ICONS POINT TO PHASES SCOPING MODELING ACTIVATING REVIEWING TWEAKING
  25. 25. Q1. Is Organization design the right solution? •Is organization design really an important root cause of your problems? •How will you create value, not destroy it? SCOPING
  26. 26. Manage the Paradox Be a Bridge Builder Set the example Q2. Do you have Ambidextrous Leaders ? SCOPING
  27. 27. Q3. Is the (emergent) Strategy clear enough ? SCOPING What do the numbers say ?
  28. 28. … and many more CUSTOMER JOURNEY PIRATE METRICS PERSONA MAPPING VALUE PROP CANVAS BUSINESS CASE PRICING MODELS IT TCO VALUE BASED CONTRACTING OPEN INNOVATION Use state-of-the- art tools that make a difference SCOPING
  29. 29. Take into account your business environment Source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley SCOPING
  30. 30. Q4. How will you balance your energy across Ops, H1, H2 & H3 innovations ? SCOPING
  31. 31. Q5. How is your Target H2 Core Business Model different than your current one ? MODELING
  32. 32. Q5bis. Are Adaptability and Speed the key drivers ? MODELING
  33. 33. Source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley IDENTITY AGILITY CAPABILITY
  34. 34. Q6. What kind of Organic structure will work best ? MODELING
  35. 35. Organisational redesign alone is not enough
  36. 36. Changing the structure is not enough. Structure & Space Authority & Decisions Information & Communic Policy & Governance Purpose & Values Meetings & Rhythm Strategy & Innovation Resource Allocation People & Motivation
  37. 37. Q7. How big do you want your first step to be ? ACTIVATING
  38. 38. THE SMART² APPROACH For tangible results
  39. 39. Strategic Model based Agile Result focused Trend aware The SMART² Approach Scoping Modeling Activating Reviewing Tweaking/ Tuning Key Phases Key Trait
  40. 40. Use an incremental development model ACTIVATING
  41. 41. Gradually improve your Business Model over time SCOPE MODEL ACTIVATE REVIEW TWEAK ACTIVATING
  42. 42. Start with TeamsACTIVATING
  43. 43. Q8. Do you understand the competences gap ? Q9. Do you understand the cultural gap ?
  44. 44. The organization utilizes the qualities of the variety of values that drive the people People are forced to adopt the values of the organization Values in organizations
  45. 45. Q10. How can you make sure your Ops & your 3 Horizons efforts coexist peacefully ? ACTIVATING BIG ROOM PLANNING
  46. 46. Q11. How will you know if you are doing well? VISUALISE MEASURE REVIEWING
  47. 47. Q12. How do you keep the momentum going and avoid that progress stalls ? TWEAKING & TUNING
  48. 48. Carl Danneels M: +32 497/053615 W: www.plethon.eu E: carl.danneels@plethon.be T: @cdanneels

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