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21st 

Century
Strategy
Define “Digital”
Understand “Digital Problems”
What makes a high-quality
strategy
Putting strategy into everything
2
Understanding digital strategy
Cost performance improvement
Productivity improvement and
computerization
Connectivity and complexity
3
Defining “digital”
$0
$1
$1,000,000
$1,000,000,000,000
1961 1981 1997 2000 2001 2003 2007 2011 2013
4
C O S T P E R G I G A F L O P
Top 500 & Wikipedia
0.0
1.0
2.0
3.0
1949 1969 1989 2009
5
P R O D U C T I V I T Y
W A G E S
A P P L E I I
R E L E A S E D
F I R S T P L C
C R E A T E D
Baker
6
Likely to be
computerized
Frey & Osborne
0%
33%
67%
100%
1995 1999 2003 2007 2011 2015e
7
N O I N T E R N E T
N O S M A R T P H O N E
G L O B A L A D U L T P O P U L A T I O N W I T H . . .
Evans
8
Digital is cost performance
improvement of critical
technologies – making really hard
things easier and cheaper than
ever before
Computing created massive
productivity improvements
relative to wages for workers, and
is likely to eliminate many jobs,
allowing companies to operate
effectively with less profit.
Practically speaking, everyone is
connected perfectly with each
other, increasing the complexity
of our world.
9
Review: Defining “digital”
Pace of change, rate of growth,
topple rate
Changing expectations and
smarter everyone
Platforming of everything
Everyone becomes an user
10
Understanding digital problems
11
Dediu
12
0
8
16
24
Average

Fortune

500
$GOOG $FB $TSLA Uber Snapchat Oculus 

Rift
Y E A R S T O $ 1 B V A L U A T I O N / C A P I T A L I Z A T I O N
Malone
0
23
47
70
1958 1982 2006 2030
13
A V E R A G E L I F E S P A N , C O M P A N Y O N S & P 5 0 0
Foster & Kaplan
14
0%
50%
100%
1880 1940 2000
S H A R E O F W O R L D W I T H A B A S I C E D U C A T I O N
Roser
15
Amazon
Employees = Customers =
Employees
Pay and be paid with time and
money
16
Everyone’s a user
Pace of change, rate of growth,
topple rate – these are all
increasing as computing gets more
distributed (particularly with the
deployment of mobile). 55 people
can reach 1 billion – WhatsApp!?
We’re more educated than ever,
and our expectations are higher.
There’s no reason to accept a
shitty experience from a legacy
player – go start your own thing.
There is an all-out race to be the
lone platform-owning monopoly
in every sector. This is why
companies that “get it” are
investing all profits back into
growth and user experience.
There is no longer an useful
distinction between employees
and customers – value exchanges
just happen in different ways, but
we’re all users, all the time. 17
Review: Understanding digital problems
Historical basis: long-term
projections of demand and
changes necessary to meet it
The framework problem
A faster option: sense-making
18
What is strategy
19
Strategy: The plan for the
allocation of resources to
anticipated demand.
Structure: The design for putting
the enterprise’s existing resources
against current demand.
Tactics: The efficient and steady
use of current resources whose
allocation had already been
decided.
20
Strategy and Structure: Chandler, 1962
21
Arauz
22
Rigorous diagnoses
Powerful insights
Coherent, connected action plans
😫 Fluff: Fluff is a form of
gibberish masquerading as
strategic concepts and
arguments.
😫 Failure to face the challenge:
When you cannot define the
challenge, you cannot
evaluate a strategy or
improve it.
😫 Mistaking goals for strategy:
Many bad strategies are just
statements of desire rather
than plans for overcoming
obstacles.
😫 Bad strategic objectives:
Strategic objectives are
“bad” when they fail to
address critical issues or
when they are impracticable.
23
Classic Fails: Rumelt
24
Good:
A framework for decision-making.
Add data, receive decision
25
Better:
A way of making sense of the world
26
Complex
Cause & effect is 

clear in retrospect
Probe, Sense, Respond
Chaotic
No cause & effect 

system relationship
Act, Sense, Respond
Complicated
Cause & effect is 

clear to experts
Sense, Analyze, Respond
Simple
Cause & effect is 

obvious to everyone
Sense, Categorize, 

Respond
Disorder
Snowden
Good strategies are long-term
projections of demand and
changes necessary to meet it. But
what utility is a long-term
projection of demand if new
competitors scale to billions in a
matter of months?
Frameworks are easy, fast
solutions to strategic problems,
but apply pre-existing thinking to
new data from new conditions.
A faster option: use sense-making
tools all the time to bring strategic
methods into all decisions.
Also: be wary of bullshit for
bullshit’s sake, and mindful that
repeated production of future-
casting PowerPoints is a waste of
everyone’s time.
27
Review: What is strategy
28
Everyone’s a strategist
29
If strategies are hard to make,
we will make them seldomly.
30
If strategies are hard to make,
we will make them seldomly.
If strategies are hard to remember,
we will use them rarely.
31
If strategies are hard to make,
we will make them seldomly.
If strategies are hard to remember,
we will use them rarely.
If we can’t remember our strategies, and
update them infrequently, we’re fucked.
User stories/Jobs to be done
Polarizing strategy statements
32
Always-on Strategy Practice
33
As a user
I want to take an action
So I achieve an outcome
34
When something happens
I want to take an action
So I achieve an outcome
Independent Can be built in any
order
Negotiable Flexible; the team can
choose how to implement
Valuable Outcome is actually
worth something to the user
Estimable Actually useful for
planning work
Small Easier to estimate, plan,
implement and iterate
Testable Have built-in, or at least
prescribed, success and failure
criteria
35
INVEST: Rally Software
36
37
38
Strategy is prioritization
39
Good thing even over Other Good Thing
40
Growth even over Profit
41
Individuals and Interactions even over
Processes and Tools
42
Emerging even over Proven
Retrospective
Open discussion
Capture key problems
Generate strategy statements
Cull/Select
Leader proposes
Consent
Commit
43
Strategy Process
We’re all users, and we’re all hiring
products, apps, services,
companies, colleagues, and feeds
to do jobs for us. Use a Jobs To Be
Done framework continually to
understand why things are being
hired, and to eliminate as much
bias and assumption as possible.
Strategy is about choice, and
creating short, memorable
mnemonics for those critical
choices is essential. Choices must
be between two desirable
outcomes – else, they’re not really
choices. Develop and consent to
these strategy statements as a
team, and do it frequently.
44
Review: Always-on Strategy Practice
21st 

Century
Strategy
@clayparkerjones
clayparkerjones.com

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21st Century Strategy

  • 2. Define “Digital” Understand “Digital Problems” What makes a high-quality strategy Putting strategy into everything 2 Understanding digital strategy
  • 3. Cost performance improvement Productivity improvement and computerization Connectivity and complexity 3 Defining “digital”
  • 4. $0 $1 $1,000,000 $1,000,000,000,000 1961 1981 1997 2000 2001 2003 2007 2011 2013 4 C O S T P E R G I G A F L O P Top 500 & Wikipedia
  • 5. 0.0 1.0 2.0 3.0 1949 1969 1989 2009 5 P R O D U C T I V I T Y W A G E S A P P L E I I R E L E A S E D F I R S T P L C C R E A T E D Baker
  • 7. 0% 33% 67% 100% 1995 1999 2003 2007 2011 2015e 7 N O I N T E R N E T N O S M A R T P H O N E G L O B A L A D U L T P O P U L A T I O N W I T H . . . Evans
  • 8. 8
  • 9. Digital is cost performance improvement of critical technologies – making really hard things easier and cheaper than ever before Computing created massive productivity improvements relative to wages for workers, and is likely to eliminate many jobs, allowing companies to operate effectively with less profit. Practically speaking, everyone is connected perfectly with each other, increasing the complexity of our world. 9 Review: Defining “digital”
  • 10. Pace of change, rate of growth, topple rate Changing expectations and smarter everyone Platforming of everything Everyone becomes an user 10 Understanding digital problems
  • 12. 12 0 8 16 24 Average
 Fortune
 500 $GOOG $FB $TSLA Uber Snapchat Oculus 
 Rift Y E A R S T O $ 1 B V A L U A T I O N / C A P I T A L I Z A T I O N Malone
  • 13. 0 23 47 70 1958 1982 2006 2030 13 A V E R A G E L I F E S P A N , C O M P A N Y O N S & P 5 0 0 Foster & Kaplan
  • 14. 14 0% 50% 100% 1880 1940 2000 S H A R E O F W O R L D W I T H A B A S I C E D U C A T I O N Roser
  • 16. Employees = Customers = Employees Pay and be paid with time and money 16 Everyone’s a user
  • 17. Pace of change, rate of growth, topple rate – these are all increasing as computing gets more distributed (particularly with the deployment of mobile). 55 people can reach 1 billion – WhatsApp!? We’re more educated than ever, and our expectations are higher. There’s no reason to accept a shitty experience from a legacy player – go start your own thing. There is an all-out race to be the lone platform-owning monopoly in every sector. This is why companies that “get it” are investing all profits back into growth and user experience. There is no longer an useful distinction between employees and customers – value exchanges just happen in different ways, but we’re all users, all the time. 17 Review: Understanding digital problems
  • 18. Historical basis: long-term projections of demand and changes necessary to meet it The framework problem A faster option: sense-making 18 What is strategy
  • 19. 19
  • 20. Strategy: The plan for the allocation of resources to anticipated demand. Structure: The design for putting the enterprise’s existing resources against current demand. Tactics: The efficient and steady use of current resources whose allocation had already been decided. 20 Strategy and Structure: Chandler, 1962
  • 23. 😫 Fluff: Fluff is a form of gibberish masquerading as strategic concepts and arguments. 😫 Failure to face the challenge: When you cannot define the challenge, you cannot evaluate a strategy or improve it. 😫 Mistaking goals for strategy: Many bad strategies are just statements of desire rather than plans for overcoming obstacles. 😫 Bad strategic objectives: Strategic objectives are “bad” when they fail to address critical issues or when they are impracticable. 23 Classic Fails: Rumelt
  • 24. 24 Good: A framework for decision-making. Add data, receive decision
  • 25. 25 Better: A way of making sense of the world
  • 26. 26 Complex Cause & effect is 
 clear in retrospect Probe, Sense, Respond Chaotic No cause & effect 
 system relationship Act, Sense, Respond Complicated Cause & effect is 
 clear to experts Sense, Analyze, Respond Simple Cause & effect is 
 obvious to everyone Sense, Categorize, 
 Respond Disorder Snowden
  • 27. Good strategies are long-term projections of demand and changes necessary to meet it. But what utility is a long-term projection of demand if new competitors scale to billions in a matter of months? Frameworks are easy, fast solutions to strategic problems, but apply pre-existing thinking to new data from new conditions. A faster option: use sense-making tools all the time to bring strategic methods into all decisions. Also: be wary of bullshit for bullshit’s sake, and mindful that repeated production of future- casting PowerPoints is a waste of everyone’s time. 27 Review: What is strategy
  • 29. 29 If strategies are hard to make, we will make them seldomly.
  • 30. 30 If strategies are hard to make, we will make them seldomly. If strategies are hard to remember, we will use them rarely.
  • 31. 31 If strategies are hard to make, we will make them seldomly. If strategies are hard to remember, we will use them rarely. If we can’t remember our strategies, and update them infrequently, we’re fucked.
  • 32. User stories/Jobs to be done Polarizing strategy statements 32 Always-on Strategy Practice
  • 33. 33 As a user I want to take an action So I achieve an outcome
  • 34. 34 When something happens I want to take an action So I achieve an outcome
  • 35. Independent Can be built in any order Negotiable Flexible; the team can choose how to implement Valuable Outcome is actually worth something to the user Estimable Actually useful for planning work Small Easier to estimate, plan, implement and iterate Testable Have built-in, or at least prescribed, success and failure criteria 35 INVEST: Rally Software
  • 36. 36
  • 37. 37
  • 39. 39 Good thing even over Other Good Thing
  • 41. 41 Individuals and Interactions even over Processes and Tools
  • 43. Retrospective Open discussion Capture key problems Generate strategy statements Cull/Select Leader proposes Consent Commit 43 Strategy Process
  • 44. We’re all users, and we’re all hiring products, apps, services, companies, colleagues, and feeds to do jobs for us. Use a Jobs To Be Done framework continually to understand why things are being hired, and to eliminate as much bias and assumption as possible. Strategy is about choice, and creating short, memorable mnemonics for those critical choices is essential. Choices must be between two desirable outcomes – else, they’re not really choices. Develop and consent to these strategy statements as a team, and do it frequently. 44 Review: Always-on Strategy Practice