Picture Your Business Strategy Chapter 5-7 by Christine Chopyak

1. PICTURE your
BUSINESS
STRATEGY
BOOKCLUB
190209
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Strategy 05-07

2. Chapter 1-4
SUMMARY
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3. This book makes an argument for the
deliberate use of simple, hand-drawn
pictures and images when we develop
business strategy in order to transform
how we make decisions, how we
work together, and
how we ultimately achieve results.
So, how can better use of visuals help
us do this?
CHAPTER 1
THE POWER OF VISUALS

6. CHAPTER 2
A STORY OF PICTURE PERFECT

8. CHAPTER 3
HOW PICTURES TRANSFORM BUSINESS
The field of strategic illustration, graphic recording, graphic
facilitation, and visual facilitation is relatively new.
A series of artists, business leaders, and entrepreneurs began to
experiment with combining the use of pictures with business
processes.

10. There are three simple principles at work that can
support any business strategy.
The three principles are:
-Picture the outcome
-Capture complexity
-Create possibilites
CHAPTER 4
PICTURING YOUR BUSINESS STRATEGY

11. Chapter 5
From Alignment to Acceleration
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12. The Three Principles
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The three principles provide bussines
leaders and managers with a simple set
of ideas that they can use in a variety of
bussines situations every day and all
the time.
However, when the three of principles
are used in tandem and linked together
> ideas, strategies, and energy quickly
converge to create the conditions for
success.

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The right conditions create a convergence of ideas, beliefs, and values that
produce alignment and acceleration to get results.
If people are going to the same place, share the same values, and work
within the same guiding principles > these shared aspirations can take the
place of other means of ensuring coordination and alignment, such as top-
down supervision and rules.

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Alignment provides the fuel needed to achieve the business outcomes that a
person and his team envision. It is a physical construction of systems and
relationships that makes or supports functionality and movement.
Alignment in can also be thought
of as an agreement:
● To go forward with a shared
understanding of how work
will get done.
● To work hard with a shared
sense of purpose and focus
on the outcome.
Agreement is like a promise, it
goes beyond compliance and is
at the heart of personal and
professional commitment.

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WITH
ALIGNMENT
commitment
energy
focus
WITHOUT
ALIGNMENT
argument
frustation
low productivity
Teams and divisions in organizations move back and forth between having
alignment and not having it—it’s elusive and fluid.
The images and pictures that are created during a visual strategy process
are key to bringing people back into alignment.

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ACCELERATION is the outcome of conditional convergence, as it quickly
converts picture and strategies into driver of action, change, and succes.
Acceleration fuels a plan beyond strategy into the domain of execution.
Acceleration can be defined as
“a measure of how fast velocity changes"
We want to know the speed and rate of
change within a system, a culture, a
team, or even a business. We want to
create the ideal conditions for people
and their systems to speed up, change
course, and get on a new path.
Various conditions contribute to the
acceleration of growth. When the same
variables are not working together, the
opposite occurs—DECELERATION.

17. A good map that for alignment and acceleration
visually portrayed :
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1. A system that agrees on the direction it
should take.
2. People who are clear about what matters
most in their complex systems and how to
focus on the things that matter.
3. Individuals and the teams that are excited
about the possibilities and can “see” them
in moving toward those possibilities.
4. A system that maintains the confidence,
trust, and commitment needed to sustain
performance-related activity.

18. This map serves as a plan, a structure, a way to do the work.
These ingredients create engagement, which is critical to getting things done.
Engagement matches people’s emotional, physical, intellectual commitment.
When energy is high and the clarity and purpose are pictured, people will let
go of old ways of working and get into the new “picture.”
When whole cultures or business systems do this, it’s transformational.
Acceleration provides the velocity that enables the system to
move, and move it does.

19. STRATEGY
NETWORK
NEW OPPORTUNITIES
+ EVERYONE INVOLVED
DAY TO DAY BUSINESS
+ HIERARCHY
OPERATIONAL
SYSTEM
The kind of pictures created by the two system separately and together
would help leaders see the connections between strategy and operation on
multiple levels.
If there are operational or strategic gaps as the two systems work together,
the visuals would reveal these gaps and let leaders and members know
where to focus their time and attention.

20. Chapter 6
WHAT DO I DO NOW?!!?
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21. WHEN SHOULD I USE DRAWING?
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WHY?

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Drawing helps you see things you might not otherwise see.
Draw on the rest of paper to listen and understand.
This is helps see the whole picture and make new connection.

24. Left-brain/right-brain exercise.
Use both sides of your brain to see nonlinear things in an
organized and structured way. It also challenges you to find
connections and relationships among spreadsheets, charts,
people, structures, and data in creative ways.
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25. New systems and structures arise out of drawing.
Help get past the differences we see and focus on the common
ground.
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26. Drawing can change how you make decisions.
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27. When you draw, your attention is shifted toward what you are drawing.
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28. Drawing supports enhanced listening.
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Draw together.

31. WHEN ARE PICTURES MOST USEFUL AS
A STRATEGY TOOL?
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Clarity doesn't need to be highly specific.
It can be simple, bold, and colorful.
As long as it helps everyone in the
business remember the clear purpose,
focus, deliverable,
or outcome.

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44. WHAT DO I DRAW?
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Things that can be made to describe business strategy.

46. CHAPTER 7
“ It Doesn't Get Any Better Than This! ”
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47. What are you waiting for?
You too can live a dream a dream that you create with a pen
and paper, pictures and images.
Try it I remain true to my word.
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The two different reactions.

48. What are you waiting for?
You too can live a dream a dream that you create with a pen
and paper, pictures and images.
Try it I remain true to my word.
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49. What are you waiting for?
You too can live a dream a dream that you create with a pen
and paper, pictures and images.
Try it I remain true to my word.
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To start drawing again as adults is not an easy task.
But it’s doable.

50. THANK YOU
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