Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Crystal Dynamic Business Canvas

2,303 views

Published on

Introduction to Crystal Dynamic methodology and canvas.
Updated on November 1st, 2016

Published in: Leadership & Management
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Crystal Dynamic Business Canvas

  1. 1. Frederic Moreau, President, PÖL Digital AGILE STRATEGY MANAGEMENT IN ATURBULENT WORLD Agile enterprises • Montréal •
  2. 2. @frederic_moreau 2 Agile enterprise enabler, bringing business performance to the next level through #strategy #leadership #innovation workshop facilitation and coaching
  3. 3. SUMMARY • Why agile strategic management? • Introducing the Crystal Dynamic agile strategy model • How to use Crystal Dynamic? 3
  4. 4. 1.WHY AGILE STRATEGIC MANAGEMENT? 4
  5. 5. NEW MARKET ENVIRONMENT 5 • Volatile • Uncertain • Complexe • Ambiguous • Ending (business cycles) • Individual
  6. 6. PERFORMING INTHETURBULENCE THE AGILE ANSWER 6 • An Agile Enterprise is a group of people who anticipate and dynamically adjust to the ongoing changes in the environment in order to reach a common goal for which the meaning is shared Vision Collaboration Anticipation Fast Cost-effective Value creation driven Total satisfaction Iterations
  7. 7. TRINITY OF ORGANIZATIONAL AGILITY Leadership agility Execution agility Strategy agility Agile enterprise Projects Operations Results Direction Culture 7
  8. 8. ISSUES WITH STRATEGIC PLANNING 8 • 96% of businesses worldwide operate without strategy • 78% of those who have formulated a strategy workout their strategic plan once a year, although markets move every10 days on average • The vast majority define their strategy within small groups of people (executive boards) and do not benefit from the collective intelligence of a broder group of employees • As a consequence of the above, there is little strategic alignment within most organizations, small or large • 250 man/days is the average cost of an annual strategic planning exercice involving executive board members, excluding extra cost of additional people involved like potential consultants • Within large companies, an annual strategic planning exercice takes between1 to 2 months to be produced, with an additional 1 to 3 month decision making process. • For all the reasons above, the exercice most often turn into a budgetary exercice where the way to reach newly set objectives are not clearly articulated
  9. 9. METHODS ANDTOOLS EXISTTO PRODUCE DESIRE OUTPUTS FASTER; E.G. Business Model Generation (Alex Osterwalder ) Lean Startup (Eric Ries) 9 Balanced Scorecard (Robert S. Kaplan)
  10. 10. BUTTHERE IS A GAP BETWEEN LEANTOOLS DESIGNEDTO INNOVATE AND STRATEGIC PLANNINGTOOLS HELPING ESTABLISHED COMPANIES DECIDE UPONTHEIR NEXT DEVELOPMENT STEPS 10 Innovation Creation of a business value (new company, business unit, product, service, or process) Strategic planning methods designed for established businesses market analysis, business modeling, strategies, financial planning, etc.
  11. 11. INTRODUCING CRYSTAL DYNAMIC THE AGILE WAYTO MANAGE A BUSINESS STRATEGY 11
  12. 12. BENEFITS OFTHE CRYSTAL DYNAMIC MODEL 12 • Align opinions, strategic directions and actions using a collaborative approach • Increase the quality of the final result by using the collective intelligence • Accelerate the production process of the strategic planning exercice • Reduce time spent by executive members • Deliver a practical tool and simple method to prioritize actions in a fast-changing and complexe market environment
  13. 13. CRYSTAL DYNAMIC® BUSINESS CANVAS 13
  14. 14. INITIAL PROCESSTO CRYSTAL DYNAMIC® (SPRINT ZERO) 14 1 2 3 Business Model Market analysis Agile strategy & actions (canvas #1) (canvas #2) (canvas #3) 4 Financial performance (canvas #4) Iterations to ensure canvas alignment
  15. 15. STEERINGYOUR STRATEGYTHE AGILE WAY 15 Enterprise strategy Crystal Dynamic canvas 2 to 4 weeks action release timing Short Daily meetups Sprint zero Results assessment Action backlog Iterations
  16. 16. CCD#1 -THE BUSINESS MODEL 16 A profitable set of processes by which your company creates value, delivers this value on its market, and capture a value in return
  17. 17. CCD#1 - BUSINESS MODEL BLUEPRINT 17
  18. 18. CCD#2 - MARKET ANALYSIS 18 Business intelligence starts with the knowledge of its market
  19. 19. THE « PESTO » SWOT ANALYSIS 19 Economy & competition Think about your industry; i.e. overall revenues generated, clients, users, prospects, competitors, and partners. What are the trends in your market? What are the main challenges it is currently going through? What are its main strengths? Find reliable data about your market (volume, pro>ile, behavior, pain, needs, expectations), and use them to draw up your conclusions. Social & user experience How is your industry impacted by social trends; i.e. the way the society operates and the psychological factors that can be associated to current behaviors? Are there any successful developments in terms of user/client experiences you could bene>it from? Which market data do you have to measure these social trends, opportunities and threats? Political & legal Is your market highly regulated? By whom? How decisions taken by the legal & justice authorities may impact your industry? Who are the organizations that in>luence or exert pressure from the authorities? For what purpose? Do you face any legal limitations to operate on your target markets? How to take advantage of this environment? Technology & tools How technologies and existing systems impact your market? Think of the technologies and IT solutions needed to build and maintain IT infrastructures, the administrator side of softwares (back-end) and the user side of it (front-end). Is this current environment meeting the demand of the market? What can be considered as the major advantage and disadvantage of the technological environment in your industry? Your organization Is your company structured and organized effectively to meet the demand of your market and maintain its competitive advantage? What are the strengths of your organization in this context, and which ones require improvement or change?
  20. 20. CCD#2 - MARKET ANALYSIS 20
  21. 21. CCD#3 -THE STRATEGY 21 A strategy is a set of movements (actions) that a company decides to make expecting the benefit to outweigh the resources committed to implement these actions. It is the direction you take with your business.
  22. 22. THE AGILE STRATEGY 22 The ability to change directions quickly all together within the organization to seize the right opportunity •It focuses on the most important actions to achieve right now in each of the 10 core areas of business strategy •When an action is completed, evaluate results and decide the next action to implement while taking into account potential changes in the market environment •Iterate the process permanently
  23. 23. THE CRYSTAL DYNAMIC MODEL SUGGESTSTHERE ARE ONLY 3 POSSIBLE STRATEGIES,ANDTHEY ADD UP Dominate Adapt Innovate 23 To do well what we are supposed to do to (and do it as brilliantly as possible) To change what needs to be changed in order to remain align with internal or external changes and needs To create a solution to solve o problem or obtain a gain, seize a new market opportunity
  24. 24. CCD#3 - AGILE STRATEGY 24
  25. 25. CCD#4 - FINANCIAL PERFORMANCE 25
  26. 26. OPEXCAPEX Profits 12 3 Revenues ActivitiesConsumers PERFORMANCE INDICATORS IN AVISUAL DIAGRAM FOR EASIER READING AND ADJUSTMENT 26
  27. 27. CCD#4 • FINANCIAL PERFORMANCE 2727
  28. 28. EVALUATE RESPONSES FROM 0-3TO ALIGN MORE EASILY OPINIONS ANDVISIONS 28 3 = I AM / WE ARE FULLY SATISFIED WITH MY/OUR OUTPUTS 2 = I AM / WE ARE SATISFIED WITH MY/OUR OUTPUTS 1 = I AM / WE ARE A BIT DISSATISFIED WITH MY/OUR OUTPUTS 0 = I AM / WE ARE VERY DISSATISFIED WITH MY/OUR OUTPUTS
  29. 29. 3. HOWTO USE CRYSTAL DYNAMIC? 29
  30. 30. DO-IT-YOURSELF  30 Editable canvas can be used and dowloaded for free on Google Drive • English version here http://bit.ly/1Snebr0
  31. 31. ONLINE ADVISORY SESSION 31 Online forms Profiles Alignment Populate online canvas Stratégie agile Canevas Cristal Dynamique #3 Conçu pour : Auteur : Date : Itération # Texte Texte Texte Texte Les gabarits du modèle Cristal Dynamique sont sous licence Creative Commons Attribution-ShareAlike BY PÖL Digital, www.poldigital.com - Attribution CC-BY 4.0 International Texte Ajouter du texte ici Ajouter du texte ici Ajouter du texte ici Ajouter du texte ici Ajouter du texte ici Actions stratégiques Dates de livraison Résultats attendus Stratégie de domination Stratégie d’adaptation Stratégie d’innovation Votre marché Texte Texte Texte Produits & Services Ventes & monétisation Prix & conditions Technologie & systèmes Production & fabrication Distribution & logistique Communication & promotion Equipe & organisation Finances & comptabilité Choix rationnel Choix intuitive Placez les pastilles bleues ou rouges au-dessous de la stratégie de votre choix, puis indiquer l’ action que vous allez réaliser pour exécuter cette stratégie. Diagnostic & advisory session through videoconference
  32. 32. WORKSHOPS 32 Intra-entreprise workshop Multiple-entreprises workshop (for entrepreneurs)
  33. 33. 33 THANK YOU FOR ANY QUESTION OR SUPPORT, CONTACT Frederic Moreau Montréal, QC, Canada Cell.: +1 514 503-3357 - fred@poldigital.com

×