time for strategy                                 NAG                              Manchester                            S...
libraries in all sectors face the challenge ofrelentless, disruptive, technology-driven changeand tough economic times    ...
even if you already have a strategy (whichmost of you do…)this is an appropriate time to look at some new,more focussed ap...
strategy: why should we bother...?       here are some thoughts from a librarian...„The structures and practices of librar...
why should we bother...?‘Established organizations generally fail whenchange involves disruptive technologies, and        ...
why should we bother...?In the end, libraries may be serving only a small number of…customers without any significant decl...
some library organizations are        thriving…in 2011             Google revenues up 32%    Apple annihilates Wall Street...
kenchadconsultinga response to „Empower, Inform, Enrich. The ModernisationReview of Public Libraries. A consultation docum...
in a period of disruptivechange where should wefocus our investment?                            kenchadconsulting
how is your library responding?can you say (for your library)....          our mission is....                             ...
at the heart of this is the issue of                              value why should people use our services                ...
I‟ll explore some tools/approaches     to help us focus our thinking                                                      ...
vision : where we want to be….„an indeterminate future goal‟-helpful but not the strategy                                 ...
values : what we believe in and      how we will behave                                       kenchadconsulting        hel...
mission: why the organization exists    the motivation for being in the business                                          ...
missionyoull know this one......“… to organize the world‟s information                                         kenchadcons...
mission Developing a mission statement can be one of the most    difficult tasks a nonprofit can face but it is uniquely  ...
strategy   strategy is related to the mission but, whilst a   mission statement might be shared amongst                   ...
elements of strategyobjectivethe single precise objective that will drive the organisationover the next 3-5 years or sosco...
a capabilities approachcapability: the ability to reliably andconsistently deliver a specified outcome,relevant to your bu...
a capabilities approachwhat are the three to six capabilities thatdescribe what we do uniquely better thananyone else?can ...
a capabilities approach‘way to play’ (in the market)..means.....a considered approach for creating and capturing value in ...
a capabilities approachessential advantagean ingrained ability to succeed...sustained overtime, and is almost impossible t...
a capabilities approachthe ‘right to winthe confidence held by organizations with anessential advantage  it works by prior...
business model„a business model describes the rationale of how anorganization creates, delivers and captures value„Busines...
business model building blocks customer        value segments        propositions                         channels      cu...
lets home in on just a few of those         business model building blocks...value propositions seek tosolve customer prob...
so......strategy: where best to focus?                                                                                    ...
time for strategy                                 NAG                              Manchester                            S...
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Time for strategy

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Time for strategy: Ken was the keynote speaker at the 2011 National Acquisitions Group (NAG) conference in Manchester on 7th September. Libraries in all sectors face the challenge of relentless, disruptive, technology-driven change and tough economic times. Libraries are under pressure and there is a risk that decisions are made without an appreciation of their strategic importance. This is a good time then to look at some approaches to strategy, differentiating it from ‘mission’ and looking at business models.

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Time for strategy

  1. 1. time for strategy NAG Manchester September 2011 kenchadconsultingKen ChadKen Chad Consulting Ltdken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com
  2. 2. libraries in all sectors face the challenge ofrelentless, disruptive, technology-driven changeand tough economic times kenchadconsultingany organization under such pressure risksmaking decisions without a full appreciation oftheir strategic importance
  3. 3. even if you already have a strategy (whichmost of you do…)this is an appropriate time to look at some new,more focussed approaches to strategy,differentiating it from mission and vision and kenchadconsultinglooking at underlying business modelsthis presentation is based on work I have been doing withacademic and public libraries and some businesses in the library &information sector
  4. 4. strategy: why should we bother...? here are some thoughts from a librarian...„The structures and practices of libraries will no morewithstand the technological changes we are facing than thescribal culture withstood the changes brought on by theprinting press. Change will not be instantaneous, but kenchadconsultingit will be relentless.’A Model for Academic Libraries 2005 to 2025. By David W. Lewis. Paper to be presented at ”Visions of Change,”California State University at Sacramento, January 26, 2007
  5. 5. why should we bother...?‘Established organizations generally fail whenchange involves disruptive technologies, and kenchadconsultingorganizations at the periphery or from different sectorsmost often succeed.‟The Innovators Dilemma: Disruptive Change and Academic Libraries. By David W. Lewis. LibraryAdministration & Management 18(2):68-74 Spring 2004.
  6. 6. why should we bother...?In the end, libraries may be serving only a small number of…customers without any significant decline in the cost ofservices. This is not a sustainable position, and whenthis happens, library services will either collapse or kenchadconsultingneed to be radically restructured’.The Innovators Dilemma: Disruptive Change and Academic Libraries. By David W. Lewis. LibraryAdministration & Management 18(2):68-74 Spring 2004.
  7. 7. some library organizations are thriving…in 2011 Google revenues up 32% Apple annihilates Wall Street performance kenchadconsultingestimates. Third fiscal quarter results best quarter ever (again) Amazon sales have soared by 51 per cent compared to 2010„ the library business in booming
  8. 8. kenchadconsultinga response to „Empower, Inform, Enrich. The ModernisationReview of Public Libraries. A consultation document.‟ DCMS.December 2009
  9. 9. in a period of disruptivechange where should wefocus our investment? kenchadconsulting
  10. 10. how is your library responding?can you say (for your library).... our mission is.... kenchadconsulting our strategy is.... our business model is...and more importantly are you implementing your strategy?
  11. 11. at the heart of this is the issue of value why should people use our services kenchadconsulting instead of alternatives?(not the same as an organizations values - we‟ll touch on this in a minute)
  12. 12. I‟ll explore some tools/approaches to help us focus our thinking kenchadconsultingin the short time I have I can only scratch the surface…these issues take time and effort to work through
  13. 13. vision : where we want to be….„an indeterminate future goal‟-helpful but not the strategy kenchadconsulting
  14. 14. values : what we believe in and how we will behave kenchadconsulting helpful but not the strategy
  15. 15. mission: why the organization exists the motivation for being in the business kenchadconsulting
  16. 16. missionyoull know this one......“… to organize the world‟s information kenchadconsultingand make it universally accessible anduseful”
  17. 17. mission Developing a mission statement can be one of the most difficult tasks a nonprofit can face but it is uniquely critical to guiding what the nonprofit will do andhow it will convey what it does to the general public or its kenchadconsulting constituency. Mission statements are the cornerstone of developing programs and certainly key to messaging (or marketing) efforts.The Importance of the Mission Statement. By Bunnie Riedel. Nonprofit conversation. 20 January 2010 http://nonprofitconversation.blogspot.com/2010/01/importance-of-mission-statement.html
  18. 18. strategy strategy is related to the mission but, whilst a mission statement might be shared amongst kenchadconsulting several or even many institutions, the strategy will be particular to the organizationAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  19. 19. elements of strategyobjectivethe single precise objective that will drive the organisationover the next 3-5 years or soscopein some sense this can be most helpfully understood byidentifying what the organisation will not do: what needs it kenchadconsultingwill not addressadvantagethis is the most critical aspect in developing an effectivestrategy statementit means really understanding the value that the organisationbrings to the customer Adapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  20. 20. a capabilities approachcapability: the ability to reliably andconsistently deliver a specified outcome,relevant to your business kenchadconsultingThe essential advantage. How to win with a capabilities driven strategy Paul Leinwand and Cesare Mianardi.Harvard Business Review Press. 2011
  21. 21. a capabilities approachwhat are the three to six capabilities thatdescribe what we do uniquely better thananyone else?can everyone in the organization articulate our kenchadconsultingdifferentiating capabilities?is our leadership reinforcing these capabilities?The essential advantage. How to win with a capabilities driven strategy Paul Leinwand and Cesare Mianardi.Harvard Business Review Press. 2011
  22. 22. a capabilities approach‘way to play’ (in the market)..means.....a considered approach for creating and capturing value in aparticular market..it means... having those capabilities that set the organization apart from competitors, or be superior to those rivals. having not just great capabilities but the right capabilities kenchadconsulting knowing your organization has what it takes to genuinely satisfy customers in that market and beat the competition your capabilities have to be stronger than competitors‟ and based on the long, not short, term
  23. 23. a capabilities approachessential advantagean ingrained ability to succeed...sustained overtime, and is almost impossible to copy(i.e. as opposed to a transitory advantage) kenchadconsulting
  24. 24. a capabilities approachthe ‘right to winthe confidence held by organizations with anessential advantage it works by prioritizing what the organization kenchadconsulting does best in tandem with the way to play, it creates a strong model for success basically, it means taking what you do well and putting it into practice in the library market
  25. 25. business model„a business model describes the rationale of how anorganization creates, delivers and captures value„Business model generation.‟ By Alexander Osterwalder and Yves Pigneur. John Wiley. kenchadconsulting2010
  26. 26. business model building blocks customer value segments propositions channels customer revenue relationships streams kenchadconsulting keykey resources key activities partnerships cost structure
  27. 27. lets home in on just a few of those business model building blocks...value propositions seek tosolve customer problemsand satisfy needs revenue streams result kenchadconsulting from value propositions successfully offered to customers key partnerships some activities are outsourced
  28. 28. so......strategy: where best to focus? kenchadconsulting strategic sweet spotAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  29. 29. time for strategy NAG Manchester September 2011 kenchadconsultingKen ChadKen Chad Consulting Ltdken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com

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