More Related Content Similar to Both Control & Growth Similar to Both Control & Growth (20) More from SCL HUB Conference More from SCL HUB Conference (20) 2. © StrataBridge 2000-2017
We are a boutique consulting firm.
We advise fast-moving, brand-led organisations (we all are
in these changing times) on strategy, innovation, and
operations.
We help organisations achieve sustainable growth in
unpredictable circumstances.
We’re specialists in joined-up decision-making – Sales
and Operations Planning (S&OP), Integrated Business
Planning (IBP) et al – as a means to delivering strategy.
We’ve worked with companies of all shapes, sizes and
cultures, from the UK to Europe to the USA, from the
Americas to Asia and from the Middle East to Africa.
We help great companies create greater futures. Our
ideas, processes and interactions are designed to allow
organisations to bridge the gap between where they are
and where they want to be.
StrataBridge – A Brief introduction…
Chris Turner
Co-Founder
5. © StrataBridge 2000-2017
BIGcomple
and just
45 mins Subject
The ‘Strategy ⇄ Execution’ Gap – a fundamental misunderstanding
of ‘strategy’, exacerbated by changing times
7 Provocative Questions – to balance ‘control’ and ‘growth’ and
make strategy happen
So What? – ideas on taking this conversation back into your
organisation
9. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
10. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
0
What’s going-on here? Are we developing an explicit
diagnosis of the forces and changes in our world and the
perspectives we need to take to get ahead of these and
stay true to our purpose against a backdrop of change?
11. © StrataBridge 2000-2017
While the questions can be posed sequentially and independently, the way
to come to a meaningful ‘answer’ is iteratively and interdependently…
5
1
2
3
6
0What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our world and the
perspectives we need to take to get ahead of these and stay true to our purpose against a backdrop of change?
On-going
dialogue, mutual
adjustment,
‘prototyping’ and
learning
4
What are the leverage points in our ‘eco-
system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate
and sustain growth?
Are we wired for ‘Control’ or ‘Growth’ (and what balance
do we require for the future and our fundamental ‘Why?’)?
Is our strategy clear enough about our
‘Sources of Growth’ and our Where-to-
Play? and How-to-Win? choices?
Do we have a clear roadmap, review
mechanisms and ‘course-correction’ routines
to ensure coherent and rapid progress and
short, medium and long-term results?
Are we adapting our decision-making processes
to reflect our ‘uneven knowledge’ of the world?
Is there a common understanding about the
consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
12. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
1
Are we wired for ‘Control’ or ‘Growth’ (and
what balance do we require for the future
and our fundamental ‘Why?’)?
13. © StrataBridge 2000-2017
The Control ⇆ Growth Paradox
A Fundamental Conflict and Strategic Balance…
The Pursuit of ‘Growth’
The creation of new value for customers and shareholders,
driving the need for new stuff – new products, new services, new
markets, new business models, etc. – by definition, increasingly
different from what we currently do…
The Desire for ‘Control’
The focus on continuously tightening the grip on how we
do things today – driving predictability and productivity by
fine-tuning our knowledge of, and control over, our existing
business portfolio – products, customers, channels, etc.
14. © StrataBridge 2000-2017
“If everything seems in control;!
you’re just not going fast enough”
Mario Andretti
© StrataBridge - 2012
The Control ⇆ Growth Paradox
15. © StrataBridge 2000-2017
Efficiency
Productivity
Agility
Adaptability
Hierarchical and
Centralised
Flat, Networked
and Distributed
Performance Beliefs…
Organisational Construct
and Location of Power…
Analytical Exercise
Fixed Destination/
Direct Route
Systemic Intervention
Overarching Direction/
Course Correction
Mechanical Formulaic
Wanting Answers
Organic "
Dialogue-based
Asking Questions
Data-driven
Numbers based
Insight-driven
Assumptions based
?!1+2=3
Approach to Strategy…
Decision-making
Routines…
Supporting
Information Focus…
Process (People are there to
‘enact the process’)
People (Process provides
‘enough structure’)
Obedience
Compliance
Competence
Creativity
Stretch
Passion
Automate the
Processes
Enable the
People
Results Driven Through…
Talent Hired For…
Technology used to…
Consistency"
Standardisation"
Proceduralisation
Change
Innovation
Experimentation
Learning, Competitive
Advantage & Results
fuelled by…
C
o
n
t
r
o
l
G
r
o
w
t
h
Stable
Predictable
Consistent ‘Rules’
Volatile
Uncertain
Changing ‘Rules’
External Environment - Competitor, Customer, Consumer
Landscape & Behaviour - & Macro Trends
16. © StrataBridge 2000-2017
"Invention is by its very nature a disorderly process," says current CEO
George Buckley, who has dialled back many of McNerney's initiatives. "You
can't put a Six Sigma process into that area and say, well, I'm getting behind
on invention, so I'm going to schedule myself for three good ideas on
Wednesday and two on Friday. That's not how creativity works.”
"You cannot create in that atmosphere of confinement or sameness," Buckley
says. "Perhaps one of the mistakes that we made as a company—it's
one of the dangers of Six Sigma—is that when you value sameness more
than you value creativity, I think you potentially undermine the heart
and soul of a company like 3M.”
McNerney declined to comment for this story.
Business Week June 10, 2007
Sir George Buckley was succeeded as CEO by Inge Thulin, formerly COO
and another 3M veteran, on his retirement in February 2012. The focus on
innovation has continued. As of March 2015 approximately 32-33% of
3M products did not exist 5 years ago.
Control, Growth and ‘Culture’…
Are we wired for Control or Growth?
17. © StrataBridge 2000-2017
"It doesn’t get easier as you grow, but I don’t think the point is to keep the
culture exactly the same. We have certain values that map to how we
think we should act to serve our community best. But how we do
things changes over time.”
"Earlier on, I was more in the camp of ‘We can tolerate mistakes.’
‘Move fast and break things’ was our mantra. We officially retired
that, because we were getting to a point where, as we scaled, we were
making so many mistakes that actually having to go back and fix the
mistakes afterward was slowing us down more than it was helping us
speed up. So we switched the strategy to ‘Move fast with stable
infrastructure.’
"I think that’s important. You can’t pretend to be a different company than
you are. At each scale, you have to do the things that are uniquely
suited to the environment you’re in and your position in the world.”
Fast Company, November 2015
Control, Growth and ‘Scale’…
Are we wired for Control or Growth?
18. © StrataBridge 2000-2017
Leftbrain
I am the left brain.
I am a scientist. A mathematician.
I love the familiar. I categorise. I am accurate. Linear.
Analytical. Strategic. I am practical.
Always in control. A master of words and language.
Realistic. I calculate equations and play with numbers.
I am order. I am order.
I know exactly who I am.
Rightbrain
I am the right brain.
I am a creativity. A free spirit. I am passion.
Yearning. Sensuality. I am the sound of roaring laughter.
I am taste. The feeling of sand beneath bare feet.
I am movement. Vivid colours.
I am the urge to paint on an empty canvas.
I am boundless imagination. Art. Poetry. I sense. I feel.
I am everything I wanted to be.
19. © StrataBridge 2000-2017
Cna yuo raed tihs?
If yuo cna raed tihs, you dno’t hvae a sgtrane mnid… 55+% fo
plepoe can. I cdnuol’t blveiee taht I cluod aulaclty uesdnatnrd waht
I was rdanieg. Aoccdrnig to rscheearch at Cmabrigde Uinervtisy,
bcuesae of the icenridlbe pweor of the hmuan mnid, it dseno't
mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt
tihng is taht the frsit and lsat ltteer be in the rghit pclae. The rset
can be a taotl mses and you can sitll raed it whotuit a pboerlm.
Tihs is bcuseae the huamn mnid deos not olny raed ervey lteter by
istlef, but aslo the wrod as a wlohe.
Btoh lfet and rghit; not jsut one or the ohter!
20. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
2
Is our strategy clear enough about our
‘Sources of Growth’ and our Where-
to-Play? and How-to-Win? choices?
21. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
3
Is there a common understanding about the
consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
23. © StrataBridge 2000-2017
Not ‘Process for Process Sake’
Thinking ‘Eco-System’ – Some Dimensions, and ‘Watch-outs’…
Connect
Outcomes and
Supporting
Capability
Development
Leveraging the
Interdependencies "
and Intersections
Strategic Choices
and Eco-System
Architecture
Catalysing Change
and Embedding
for Sustainability
Coherence is Critical
Don’t underestimate
the ‘unseen’
connections
Look for
‘Disproportionate
Impact’
24. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
4
Are we adapting our decision-making
processes to reflect our ‘uneven
knowledge’ of the world?
27. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
5
What are the leverage points in our ‘eco-
system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate
and sustain growth?
28. © StrataBridge 2000-2017
Serious about Growth? Some questions to consider and explore…
0
What’s going-on here? Are we developing an explicit diagnosis of the forces and changes in our
world and the perspectives we need to take to get ahead of these and stay true to our purpose
against a backdrop of change?
1Are we wired for ‘Control’ or ‘Growth’ (and what balance do we require for the future and our
fundamental ‘Why?’)?
2Is our strategy clear enough about our ‘Sources of Growth’ and our Where-to-Play? and How-
to-Win? choices?
3Is there a common understanding about the consequences of our strategic choices and
coherence in the design of our ‘eco-system’?
4Are we adapting our decision-making processes to reflect our ‘uneven knowledge’ of the
world?
5What are the leverage points in our ‘eco-system’, the ‘intersections to invest in’ and the
joined-up capabilities required to accelerate and sustain growth?
6Do we have a clear roadmap, review mechanisms and ‘course-correction’ routines to
ensure coherent and rapid progress and short, medium and long-term results?
6
Do we have a clear roadmap, review mechanisms
and ‘course-correction’ routines to ensure
coherent and rapid progress and short, medium
and long-term results?
29. © StrataBridge 2000-2017
Development
Strategic Direction, Objectives, Ambition, Choices and Coherence – ‘Right To Left’
‘Left To Right’ – Aggressive, Pragmatic Transition, Coordinated Actions and Feedback
Closing the ‘Strategy ⇄ Execution’ Gap…
The ‘Strategy 3D’s’ – The Right Questions, in the Right Place, at the Right Time
Identifying the Strategic Opportunity/Challenge –
The Overarching Purpose/‘Why’
Strategic Choices - Where to Play, How to Win,"
Eco-System Characteristics, Targeted Initiatives"
to Accelerate Progress?
‘Eco-System’ Design – Configuration, Behaviours"
Mutual Adjustment & Joined-up Decisions
Leverage - How do all the Moving Parts Come Together,
What are the Critical Interdependencies,
Interfaces & Intersections?
Deployment
Delivery
Mobilisation… Coherent Action and Course-
Correction!
“How do our Actions Build, Reinforce and Compound
Each Other, Are We Executing In-line with our"
Strategic Choices?”
31. … we look forward to continuing the conversation
Chris Turner
mobile: +44 7802 252 003
e-mail: chris.turner@stratabridge.com
web: www.stratabridge.com
