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Nimble positioning: strategy and governance for digital By: Stephen Emmott (UK), J. Boye


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Knowing what not to do and being able to at least think ‘no’ is an enviable position. With finite resources and many choices, making better decisions and acting on these requires a firm stance that can be easily shifted when it is right to do so. Being or becoming digital, at the frontier of transformation, amplifies the situation and digital professionals often find themselves facing this alone. How do we ensure our contribution to the organisation helps it to find the right position? How do we stay in step with, or help find the right steps for, our colleagues and co-workers? This workshop will blend ideas and examples with hands-on exercises and discussion to push aside unhelpful terminology and get to the core of good strategy and governance.

What you’ll take away
-An understanding of strategy and governance
-Practical insights to share with colleagues
-Models to apply after the conference
-A potential network to consult on your return

Published in: Internet
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Nimble positioning: strategy and governance for digital By: Stephen Emmott (UK), J. Boye

  1. 1. Nimble positioning Stephen Emmott, J.Boye
  2. 2. About you ● Name, role, employer and background. ● What is your key challenge at the moment.
  3. 3. About me ● Head of Research, J.Boye ● Worked in higher education and web/digital sectors since 1993: ○ LSE (2000-2014); King’s College London (1997- 2000); Webmedia (1995-1997); Netmare; Easynet; University of Westminster. ● Academic background in cognitive science.
  4. 4. Exercise (2 mins) What is hidden in picture? Instruction: look; if you see it, keep quite.
  5. 5. Exercise (3 mins) Stephen says... Instruction: I’ll ask you to do something. Please respond immediately without thinking.
  6. 6. About this tutorial ● Look at strategy and governance from a practical rather than theoretical perspective. ● Avoid deliberating and procrastination. ● Stay grounded in terminology that is current and shared.
  7. 7. Exercise (10 mins) Expressed in keywords and phrases, what is strategy in your organisation? Instruction: discuss; record on mindmap.
  8. 8. Strategy “a plan of action designed to achieve a long- term or overall aim”
  9. 9. Key point Indirect connection between action(s) and outcome(s).
  10. 10. Carl von Clausewitz Strategy: “the use of engagements for the object of war”
  11. 11. Helmuth von Moltke Strategy: "No plan of operations extends with certainty beyond the first encounter with the enemy's main strength"
  12. 12. Helmuth von Moltke Strategy: "Strategy is a system of expedients."
  13. 13. Richard Rumelt Strategy: “Coherent mix of policy and action designed to surmount a difficult challenge.” Good Strategy /Bad Strategy
  14. 14. Michael E Porter Strategy: “[...] the creation of a unique and valuable position, involving a different set of activities.” What is Strategy?
  15. 15. Michael E Porter Strategy: “[...] the creation of a unique and valuable position, involving a different set of activities.” What is Strategy?
  16. 16. Scope of strategy Corporate Business unit Functional: team or individual
  17. 17. Scope of strategy Corporate Business unit Functional: team or individual
  18. 18. Key terms
  19. 19. Aim “a purpose or intention; a desired outcome”
  20. 20. Objective “a thing aimed at or sought; a goal”
  21. 21. Aims and objectives
  22. 22. Activity “a thing that a person or group does or has done”
  23. 23. Activities
  24. 24. Asset “a useful or valuable thing or person”
  25. 25. Assets
  26. 26. Exercise (10 mins) If you are given a strategy, what will happen? Method: discuss.
  27. 27. Key point ● Aims and objectives [ends] result from activities carried out by or using assets [means].
  28. 28. Exercise (15 mins) What is governance in your organisation? Method: discuss; record on mindmap.
  29. 29.
  30. 30.
  31. 31. Governance (govern) “control, influence, or regulate (a person, action, or course of events)”
  32. 32. Management “the process of dealing with or controlling things or people”
  33. 33. Essential concepts
  34. 34. Role “the function assumed or part played by a person or thing in a particular situation”
  35. 35. Responsibility “the opportunity or ability to act independently and take decisions without authorization” Duty to commitments, through decisions and actions.
  36. 36. Authority “the power or right to give orders, make decisions, and enforce obedience” The power to make decisions and act through people and resources (either directly (e.g., line management) or indirectly (e.g., influence)).
  37. 37. Procedure “an established or official way of doing something”
  38. 38. Policy “a course or principle of action adopted or proposed by an organization or individual”
  39. 39. Decision “a conclusion or resolution reached after consideration”
  40. 40. Key point Decisions and outcomes are governed; assets and activities are managed.
  41. 41. Product “a thing or person that is the result of an action or process”
  42. 42. Service “a system supplying a public need such as transport, communications, or utilities such as electricity and water”
  43. 43. Key point Products and services often deliver on aims and objectives and are therefore a proxy for these at the functional level.
  44. 44. Business Model Canvas
  45. 45. Business Model Canvas
  46. 46. Value Proposition Canvas
  47. 47. Business Model Canvas
  48. 48. Exercise (30 mins) Identify one person’s key challenge that is shared by or interest to all and map out the aims and objectives that stem from this. Method: pass the paper + group session using mindmap.
  49. 49. Exercise (15 mins) Identify the current assets available to deliver against the objectives. Method: group exercise using mindmap.
  50. 50. Exercise (15 mins) Identify the activities carried out by or using the assets. Method: group session using spreadsheet.
  51. 51. Exercise (10 mins) Map the activities to objectives. Method: group exercise using spreadsheet.
  52. 52. Exercise (30 mins) Identify changes to activities and assets required. Method: group exercise using spreadsheet.
  53. 53. Conclusions ● Strategy equates with position and being able to change position. ● Position is defined by activities and assets. ● Aims and objectives seek to indicate the new position that delivers gains versus pains.
  54. 54. Strategy? My take: “Attain and maintain a space (position) that is near to gain but far from pain, in order to maximise benefit and minimise detriment.”
  55. 55. Next steps after this tutorial 1. Richard Rumelt’s lecture at LSE titled after his book “Good Strategy/Bad Strategy: the difference and why it matters” - see 2. “What is Strategy?” by Michael Porter - see PDF-ENG 3. Jeff Bezoz's “1997 letter to shareholders” - see http://benhorowitz.files.wordpress. com/2010/05/amzn_shareholder-letter-20072.pdf 4. Business Model Canvas and Value Proposition Canvas, Strategyzer - see https://strategyzer. com/canvas And if you can make the time: 5. “Good Strategy/Bad Strategy: the difference and why it matters” by Richard Rumelt - see http: //