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21st Century Strategy

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The way we do strategy today is ridiculous. Decks on decks on decks that people approve but never revisit. Let's try to incorporate strategy into everything we do.

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21st Century Strategy

  1. 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
  6. 6 Likely to be computerized Frey & Osborne
  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
  11. 11 Dediu
  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
  15. 15 Amazon
  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
  21. 21 Arauz
  22. 22 Rigorous diagnoses Powerful insights Coherent, connected action plans
  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
  28. 28 Everyone’s a strategist
  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
  38. 38 Strategy is prioritization
  39. 39 Good thing even over Other Good Thing
  40. 40 Growth even over Profit
  41. 41 Individuals and Interactions even over Processes and Tools
  42. 42 Emerging even over Proven
  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
  45. 21st 
 Century Strategy @clayparkerjones clayparkerjones.com

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