Standard Bank Presentation - PLi 2010

1,688 views

Published on

A presentation on strategy to Standard Bank by Peter Laburn International

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,688
On SlideShare
0
From Embeds
0
Number of Embeds
40
Actions
Shares
0
Downloads
57
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \nstrat not op tactics\n - strat = journey - r we going in right dir?\n - analogy of car\n
  • \nstrat not op tactics\n - strat = journey - r we going in right dir?\n - analogy of car\n
  • \nstrat not op tactics\n - strat = journey - r we going in right dir?\n - analogy of car\n
  • \nStrat/Tactics\n - Top rt might not happen because of short term thinking\n
  • \nStrat/Tactics\n - Top rt might not happen because of short term thinking\n
  • \nStrat/Tactics\n - Top rt might not happen because of short term thinking\n
  • \nStrat/Tactics\n - Top rt might not happen because of short term thinking\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Rate of change graph - eg Gates 2 yr from oblivion\n- 2 yrs hypotheticol - foshion = 2 mnths, mining = 20 yrs, fin services = 2 yrs\n
  • Change does not equal failure\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Drive Change\n - accel on left\n - brakes on right\n -- world/country = dealt to us\n - strat ask market 2 yrs - 'don't know' - up to us to see trends - pm of course = 1st 2 wheels\n - convergence of scenarios\n - competitors are allies - secure current paradigm\n-- Then flip to stakeholders (cry not here)\n - Only strat u'll implement is the ones u r capable of (less than 10%)\n- std bank = people, R 250 m\n- If stakeholders brake then org cap stopped\n - where does axle snap?\n - Tactics then become crisis\n - Leadership critical\n - Constant? Axle = Purpose & Values\n
  • \n
  • Drive Change\n - accel on left\n - brakes on right\n -- world/country = dealt to us\n - strat ask market 2 yrs - 'don't know' - up to us to see trends - pm of course = 1st 2 wheels\n - convergence of scenarios\n - competitors are allies - secure current paradigm\n-- Then flip to stakeholders (cry not here)\n - Only strat u'll implement is the ones u r capable of (less than 10%)\n- std bank = people, R 250 m\n- If stakeholders brake then org cap stopped\n - where does axle snap?\n - Tactics then become crisis\n - Leadership critical\n - Constant? Axle = Purpose & Values\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Purpose\n- Altru - Starbucks\n- Heroism - Branson\n- Exploit - default\nConfidential - vote, where now & future\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • Green = things you do well, that you have a lucky break in – but not basic core comepetencies\nNOTE: Std bank uses “core competence” \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • The BOHICA syndrome – bend over, here it comes again…\n
  • e.g. Going on holiday, and not telling the family where you’re going. Get to first stop street – how do we know where to turn? What did everyone pack?\n5,000 piece jigsaw puzzle – to two teams, but only one team has the box\nIf you don’t know where you’re going how do you know you got there?\n
  • HOW\n - can kick into anxiety\n - “what’s in it for me?” test\n - how many of you are change happy? If YES, did you get out of bed the same side this morning?\n
  • e.g. Bafana…\n
  • \n
  • \n
  • Standard Bank Presentation - PLi 2010

    1. 1. Thinking Strategicallyin a Global Context PETE LABURN
    2. 2. Thinking Strategicallyin a Global Context PETE LABURN
    3. 3. “The trouble with our times is that the future is not what it used to be” Paul ValeryStrategy © Peter Laburn
    4. 4. Things are not what they used to be !!Strategy © Peter Laburn
    5. 5. !"#$%&()*&+)$,)-&+.) /$"#0&)12)345&()6789):;6;)Strategy © Peter Laburn
    6. 6. “It is difficult to get a man to understand something, when his salary depends on him not understanding it” Upton Sinclair 1860’sStrategy © Peter Laburn
    7. 7. What % of intended strategyactually gets implemented?
    8. 8. What % of intended strategyactually gets implemented?
    9. 9. What % of intended strategyactually gets implemented? Less than ….. 10 %
    10. 10. What % of intended strategyactually gets implemented? Less than ….. 10 %So 2 questions - why is it so low ? - why bother with a Strategic Process ?
    11. 11. “Logical Incrementalism”‘In reality organizations proceededby trial and error, constantly revisingstrategy in the light of experience’ James Quinn
    12. 12. “Logical Incrementalism”‘In reality organizations proceededby trial and error, constantly revisingstrategy in the light of experience’ James Quinn
    13. 13. Is strategy created …. or does it evolve ?????Strategy © Peter Laburn
    14. 14. Strategy –would love to do it, but we aretoo busy with today’schallenges
    15. 15. Strategy –would love to do it, but we aretoo busy with today’schallenges
    16. 16. Strategy is not Operation TacticsStrategy © Peter Laburn
    17. 17. Strategy is not Operation Tactics• Strategy - are we really doing the right things? Are we effectively going in the right direction bearing in mind all the things that are changing?Strategy © Peter Laburn
    18. 18. Strategy is not Operation Tactics• Strategy - are we really doing the right things? Are we effectively going in the right direction bearing in mind all the things that are changing?• Operational Tactics - the things that we choose to do, do we do them right / really well, with maximum efficiency?Strategy © Peter Laburn
    19. 19. Strategy vs Tactics HIGH EFFICIENCYTACTICSDoing things right LOW EFFICIENCY LOW HIGH EFFECTIVENESS EFFECTIVENESSSource : Prof M McDonald STRATEGY Doing the right things Strategy © Peter Laburn
    20. 20. Strategy vs Tactics HIGH EFFICIENCYTACTICSDoing things right DIE SLOWLY LOW EFFICIENCY LOW HIGH EFFECTIVENESS EFFECTIVENESSSource : Prof M McDonald STRATEGY Doing the right things Strategy © Peter Laburn
    21. 21. Strategy vs Tactics HIGH EFFICIENCY DIE QUICKLYTACTICSDoing things right DIE SLOWLY LOW EFFICIENCY LOW HIGH EFFECTIVENESS EFFECTIVENESSSource : Prof M McDonald STRATEGY Doing the right things Strategy © Peter Laburn
    22. 22. Strategy vs Tactics HIGH EFFICIENCY DIE QUICKLYTACTICSDoing things right DIE SLOWLY SURVIVE LOW EFFICIENCY LOW HIGH EFFECTIVENESS EFFECTIVENESSSource : Prof M McDonald STRATEGY Doing the right things Strategy © Peter Laburn
    23. 23. Strategy vs Tactics HIGH EFFICIENCY DIE QUICKLY THRIVETACTICSDoing things right DIE SLOWLY SURVIVE LOW EFFICIENCY LOW HIGH EFFECTIVENESS EFFECTIVENESSSource : Prof M McDonald STRATEGY Doing the right things Strategy © Peter Laburn
    24. 24. Strategy –things are going well .. don’t rock the boat!
    25. 25. Strategy –things are going well .. don’t rock the boat!
    26. 26. Hidden realities of change Change comes at us … without asking permission without making a sound without giving us a template of how to copeStrategy © Peter Laburn
    27. 27. Strategy –is about change
    28. 28. Strategy –is about change
    29. 29. Strategy –is about changeAnd we are ‘creatures of habit’
    30. 30. “ If we want things to stay as they are,things will have to change” di Lampedusa - The LeopardStrategy © Peter Laburn
    31. 31. Change ImperativeRate of change Time 90’s 2000’s 2010’sStrategy © Peter Laburn
    32. 32. Change ImperativeRate of change 2 years Time 90’s 2000’s 2010’sStrategy © Peter Laburn
    33. 33. Change ImperativeRate of change } catch up 2 years Time 90’s 2000’s 2010’sStrategy © Peter Laburn
    34. 34. Change ImperativeRate of change 2 years } catch up 2 years Time 90’s 2000’s 2010’sStrategy © Peter Laburn
    35. 35. Change Imperative catch up?Rate of change 2 years } catch up 2 years Time 90’s 2000’s 2010’sStrategy © Peter Laburn
    36. 36. Strategies need to be changed – not because the historical strategies may have been wrong , but because past strategies (however good they were) may be obsolete and no longer appropriate … the rules have changedStrategy © Peter Laburn
    37. 37. Times of Turbulence “The greatest danger in times of turbulence is not the turbulence, it is to act with yesterdays logic” Peter DruckerStrategy © Peter Laburn
    38. 38. Strategic Readiness Beyond necessary = Imperative Do you know with certainty where your industry is going over the next 5 years? YES NO YES 1 2Can StandardBank cope ? NO 3 4 Strategy © Peter Laburn
    39. 39. Strategic Readiness Beyond necessary = Imperative Do you know with certainty where your industry is going over the next 5 years? YES NO YES 1 2Can StandardBank cope ? NO 3 4 Strategy © Peter Laburn
    40. 40. DOING WHAT YOU HAVE ALWAYS BEEN DOING AND EXPECTING DIFFERENT RESULTS Peter Laburn International
    41. 41. INSANITYDOING WHAT YOU HAVE ALWAYS BEEN DOING AND EXPECTING DIFFERENT RESULTS Peter Laburn International
    42. 42. Strategy as Revolution“I believe that only those companies thatare capable of reinventing themselves and their industry in a profound way, will be around in a decade hence” Gary HamelStrategy © Peter Laburn
    43. 43. Strategy is a holistic process10.15am
    44. 44. Strategy is a holistic process10.15am
    45. 45. Strategic Drive Chain EXTERNAL INTERNAL G G ING AL IP RS GIN GIN NG ET GY ION S SH LDE AN LD AN TRY A ICS T ISA IE ER HO CH OR CH UN CH ARK ATE CT AN BILIT LEA D KE W CO M STR TA G OR APA STA C FORMULATION IMPLEMENTATIONSource: Peter Laburn Strategy © Peter Laburn
    46. 46. Disney’s Purpose and ValuesPurpose – “ To make people happy”Values – – Safety – Courtesy – The Show – Efficiency These are ranked in order of priorityStrategy © Peter Laburn
    47. 47. Strategic Drive Chain EXTERNAL INTERNAL G G ING AL IP RS GIN GIN NG ET GY ION S SH LDE AN LD AN TRY A ICS T ISA IE ER HO CH OR CH UN CH ARK ATE CT AN BILIT LEA D KE W CO M STR TA G OR APA STA C FORMULATION IMPLEMENTATIONSource: Peter Laburn Strategy © Peter Laburn
    48. 48. Strategic Drive Chain EXTERNAL INTERNAL G G ING AL IP RS GIN GIN NG ET GY ION S SH LDE AN LD AN TRY A ICS T ISA IE ER HO CH OR CH UN CH ARK ATE CT AN BILIT LEA D KE W CO M STR TA G OR APA STA C FORMULATION IMPLEMENTATIONSource: Peter Laburn Strategy © Peter Laburn
    49. 49. WHAT SHAPES OUR FUTURE ? Past thinking of Futurist’s 80 % continuation 15 % cycles 5 % noveltyStrategy © Peter Laburn
    50. 50. WHAT SHAPES OUR FUTURE ? Past thinking of Futurist’s Current thinking of Futurist’s 80 % continuation 5 % continuation 15 % cycles 15 % cycles 5 % novelty 80 % noveltyStrategy © Peter Laburn
    51. 51. A Move to Quantum Thinking Newtonian Quantum • Simplicity • Complexity • Control • Influence • Separation • Integration • Uniformity • Diversity • Enquiry • Certainty • Multi causes • Cause and effect • Systems thinking • Linear logic • Synthetic thinking • Binary logic • Intuition • EmpiricismStrategy © Peter Laburn
    52. 52. CURRENT VS IDEAL FUTURESCURRENTREALITY 2010Strategy © Peter Laburn
    53. 53. CURRENT VS IDEAL FUTURESCURRENTREALITY 2010Strategy © Peter Laburn
    54. 54. CURRENT VS IDEAL FUTURES CURRENTCURRENT FUTUREREALITY 2015 2010Strategy © Peter Laburn
    55. 55. CURRENT VS IDEAL FUTURES CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    56. 56. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    57. 57. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    58. 58. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 NOVELTY CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    59. 59. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 NOVELTY CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    60. 60. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 NOVELTY CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    61. 61. CURRENT VS IDEAL FUTURES IDEAL FUTURE 2015 NOVELTY CURRENTCURRENT FUTUREREALITY 2015 2010 CONTINUATIONStrategy © Peter Laburn
    62. 62. The Missing Dimension The Prevailing Approach: What Is Missing: Strategy as Strategy as a a Set Solution Dynamic Process A long-term sustainable Creation of value competitive advantage Goal CEO as chief strategist; the The CEO and strategy consultants Leadership job cannot be outsourced Unchanging plan that derives from an analytical, left-brain Form Organic process that is adaptive, exercise holistic, and open-ended Intense period of formulation followed by prolonged period Time Everyday, continuous, unending of implementation Frame Defending an established Ongoing Fostering competitive advantages and strategy through time Activity developing the company through time Montgomery: Putting Leadership back into StrategyStrategy © Peter Laburn
    63. 63. Strategy by Route Map. Source: Peter LaburnStrategy © Peter Laburn
    64. 64. Strategy by Route Map.Where
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    65. 65. Strategy by Route Map. Where
we
 want
to
beWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    66. 66. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    67. 67. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    68. 68. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    69. 69. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    70. 70. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    71. 71. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    72. 72. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    73. 73. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    74. 74. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today Source: Peter LaburnStrategy © Peter Laburn
    75. 75. Strategy by Route Map. Where
we
 want
to
be What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    76. 76. Strategy by Route Map. Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment Formaliza1on What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    77. 77. Strategy by Route Map. Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment Formaliza1on What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    78. 78. Strategy by Route Map. Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment Formaliza1on What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    79. 79. Strategy by Route Map. Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 Detachment Formaliza1on What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    80. 80. Strategy by Route Map. Where
we
 3
Strategic
Fallacies
 want
to
be Predic1on
 CEO Detachment Chief Extraction Officer Formaliza1on What
you 
will
doWhere
we
are
today After: Henry Mintzberg Source: Peter LaburnStrategy © Peter Laburn
    81. 81. Strategy by G.P.S. Source: Peter LaburnStrategy © Peter Laburn
    82. 82. Strategy by G.P.S. After: Margaret Wheatley Source: Peter LaburnStrategy © Peter Laburn
    83. 83. Strategy by G.P.S.Lessons
from
NatureField
TheoryMolecular
BiologyQuantum
PhysicsChaos
Theory After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    84. 84. Strategy by G.P.S.Lessons
from
NatureField
TheoryMolecular
BiologyQuantum
PhysicsChaos
Theory After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    85. 85. Strategy by G.P.S.Lessons
from
NatureField
TheoryMolecular
BiologyQuantum
PhysicsChaos
Theory After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    86. 86. Strategy by G.P.S.Lessons
from
NatureField
TheoryMolecular
BiologyQuantum
PhysicsChaos
Theory After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    87. 87. Strategy by G.P.S.Lessons
from
NatureField
TheoryMolecular
BiologyQuantum
PhysicsChaos
Theory After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    88. 88. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory want
to
beMolecular
BiologyQuantum
PhysicsChaos
Theory Where
we
 are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    89. 89. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory want
to
beMolecular
BiologyQuantum
PhysicsChaos
Theory Where
we
 are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    90. 90. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory want
to
beMolecular
BiologyQuantum
PhysicsChaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    91. 91. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory want
to
beMolecular
BiologyQuantum
PhysicsChaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    92. 92. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory want
to
beMolecular
BiologyQuantum
PhysicsChaos
Theory What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    93. 93. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
Biology Open
source
info
flowQuantum
Physics Maximize
rela1onshipsChaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    94. 94. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
Biology Open
source
info
flowQuantum
Physics Maximize
rela1onshipsChaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    95. 95. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
Biology Open
source
info
flowQuantum
Physics Maximize
rela1onshipsChaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    96. 96. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
Biology Open
source
info
flowQuantum
Physics Maximize
rela1onshipsChaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    97. 97. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
Biology Open
source
info
flowQuantum
Physics Maximize
rela1onshipsChaos
Theory Let
mild
chaos
flow What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    98. 98. Strategy by G.P.S.Lessons
from
Nature Where
we
Field
Theory Create
a
strategic
field want
to
beMolecular
BiologyQuantum
Physics Open
source
info
flow Maximize
rela1onships CEOChaos
Theory Let
mild
chaos
flow Chief Enabling Officer What
you 
will
NOT
do Philosophically Strategically Opera1onally Where
we
 Behaviourally are
today After: Margaret Wheatley Source: Peter Laburn Strategy © Peter Laburn
    99. 99. Some Newer Thoughts on Strategic Thinking
    100. 100. Strategic Intuition Ref : William Duggan Intuition = flashes of insight 1.Ordinary intuition – a feeling, gut feel, instinct 2.Expert intuition – snap judgements instantly recognizable, something familiar, knowing where the ball will go if you hit it. Known, existing spaces – seeing patternsStrategy © Peter Laburn
    101. 101. Strategic Intuition - cont Ref : William Duggan3. Strategic Intuition – – Doesn’t start with a ‘big idea’ – Begins by being open to possibilities – Builds off other (very different) ideas – It’s a clear thought, it slowly evolves – Not fast or impulsive – It is edified by a multiplicity of factors – Takes you into unknown, new spaces – Once ‘flash of insight’ occurs - strike fast, pursue relentlesslyStrategy © Peter Laburn
    102. 102. A Brief perspective… von ClausewitzStrategy Source: Strategic Intuition by William Duggan © Peter Laburn
    103. 103. A Brief perspective… von ClausewitzExamples from History - strategic intuition draws on the knowledgeand experience of all of history far and wide, all stored in the shelvesof the mindPresence of mind - refers to a clear mind, clear of all expectationsand previous ideas of what you might do or even what your goal is.Flash of insight - In a free mind selected elements from variousexamples come together in a new combination.Resolution i.e. Resolve / determination - you not only need to seewhat to do but also be ready to do it. The flash of insight carries withit the force of action that propels you forward, but you need theresolve to push on and make your strategy happenStrategy Source: Strategic Intuition by William Duggan © Peter Laburn
    104. 104. Obliquity Why !! Our goals are best achieved indirectly eg !! The Happiest people don’t pursue happiness !! The Wealthiest people don’t puruse materialism !! The most profitable companies are not the most profit orientated Think “Snakes and Ladders”Strategy © Peter Laburn
    105. 105. The need for ObliquityMuddling through – why obliquity succeedsPluralism – why there is usually more than one answer to any problemInteraction – why the outcome of what we do depends on why we do itComplexity – how the world is too complex for directness to be directIncompleteness – how we rarely know enough about the nature of our problemsAbstraction – why models are imperfect descriptions of realityStrategy © Peter Laburn
    106. 106. Some current realities !! We mistakingly infer design from outcome !! We have less freedom of choice than we think !! Decision makers don’t recognise the limits of their knowledge !! Adaptation is smarter than we are !! We know more than we can tell !! Complex outcomes are achieved without knowledge of an overall purpose !! It is more important to be right that to be consistent !! Spurious rationality is often confused with good decision makingStrategy © Peter Laburn
    107. 107. ACTIONS THE STRATEGIC FRAMEWORK © Peter Laburn International STRATEGIC MUST WIN BATTLES MEASUREMENT CAPACITY DEVELOPMENT ACTIONS Key initiatives that must CRITERIA Structure, systems and Both minimum be achieved, but results How business growth and Resource implications – what requirements and not entirely strategic implementation is needed to deliver future core competency in own hands will be measured / strategies development governedPROPOSITION ANTICIPATED RESULTS STRATEGIES 3 – 5 yr VISION PLAYING FIELD What results the strategy What we will do What our business will look What we will not should deliver Key strategic like do thrust that will Conceptual outputs, Philosophically ensure vision is Target market focus Strategically KEY TRIGGER POINTS achieved Geographic domain, Operationally When strategy would need to be Strategic differentiation Behaviourally re-assessed CULTURE MARKET INSIGHTS KEY UNCERTAINTIES How we do things Unique understanding What are the unknownsCONTEXT VALUES MARKET REALITIES RULES OF THE GAME How we behave Corporate performance How the market operates B.U.market share / growth 12 month performance PURPOSE Competitor review KEY DRIVERS Our reason for being Research undertaken What really influences our thinking Our anticipated legacy Value chain analysis Strategy CHANGING WORLD - What is changing in our world © Peter Laburn
    108. 108. How the environment is changing Ref Porter’s PESTIR AnalysisPOLITICAL/LEGAL ISSUES ECONOMIC ISSUESGlobal leadership changing Emerging markets – BRICNew legislation Global recession ,GDP ,Consumer confidenceGovernment / Union / Business relations Government bailouts, Investment factorsGlobal trading blocks Oil price / alternative currenciesPolitical instability Interest and exchange rates Access to capitalSOCIAL ISSUES TECHNOLOGY ISSUESDemographic changes ICT convergenceUrbanization The competitive Open source worldConsumerism / affluenzaClash of Values / cultures environment Social networking Bio technology advancesLife expectancy Genetic modificationFundamentalism Intellectual propertyINSTITUTIONAL RESOURCE ISSUESConnection economy Environmental issuesChanging world of work Global ‘Weirding’Fragmentation of organizations Sustainable energyBlurring of boundaries - Value chains Global food, energy shortageDistribution rules Global skills shortage StrategyShifting balance of stakeholder power Exploitation of resources © Peter Laburn
    109. 109. POLITICAL ECONOMIC•Global leadership change – SA, USA, other •Emerging economies & their strength – China, India, Brazil,•Increasing & changing compliance & legislation – global, SA, Greater Central Asia, Asian Tigers, SAconsumer protection, common / universal •Potential global recession & financial bail outs•BBBEE – nuances in each country •Costs of living rising – interest rates, power, inflation, food•SA Government delivery or lack thereof prices, oil …•Global trading blocks – commitment to SADC union by 2014 •Growing poverty gap & pressure for global poverty relief •Underfunded pension industrySOCIAL •2010 World Cup•Growth of middle class globally •Estimated strong SA economic growth through 2014•“Americums” – the pursuit of materialism (western influence) •Infrastructure investment of R410 billion•Clash of multiple cultures, religions, value systems (West v •Angolan growth – straight line extrapolation is Africa’sEast) strongest economy by 2025 (driven by international investment,•Life expectancy increasing (developed nations) and decreasing oil)(developing nations) •“Affluenza” - •Impact of diseases & AIDS •Alternative currencies – e.g. carbon credits •Access to medicines•Rampant consumerism (“vigilante consumers”) TECHNOLOGICAL•Tribalisation – the association / identification with a group •ICT (Information, Communication, Technology) convergence •Fundamentalism •Virtual, highly mobile world •Globalisation vs cocooning (xenophobia) •Cellular•Crime •Telematics (auto & mobile technology information & •Terrorism interaction) •White collar crime •Open source world – access to information – anyone, where,•Urbanisation & de-urbanisation time, how•Declining levels of education •Social networking (blogs, wiki’s, facebook, twitter, mixit, •Confused legislation webinar’s ) •Role of teachers as moral guides •Bio-technology –•Environmental responsibility – green revolution •Genetic modification – people, food •Changing the face of agriculture & forestryINSTITUTIONAL•Connection economy•Changing world of work RESOURCES •Generations (Boomer, Gen X, Gen Y) •Global weirding – climate change •Rising role of women •Increasing natural catastrophes •Retirement becoming obsolete •New diseases & epidemics •Skill shortage & talent mobility •Energy from heaven and hell•Growth in outsourcing – work flows to where it’s best suited •Sustainability(especially commodity skills) •Increasing demand•Ownership of customer – distribution ‘rules’ •Future wars over water•Blurring of boundaries - consolidation of industries •Global food shortages•Services revolution (manufacturing to service… experience) •SA infrastructure – failure & development Strategy•Stakeholder responsibility & balance of power shifting•Fragmentationism – move away from ‘big organisation’ •Rail regeneration & Gautrain •Exploitation of Africa for natural resources (particularly from China) © Peter Laburn
    110. 110. Business Philosophies / Purpose• Excellence / Premium quality – ………….. delivers the highest quality products / service / support in ………. market• Discovery – …………. offers most innovative / refreshing approach to products / service in the ……….. market• Altruism – …………. is caring and supportive in its product design and service delivery – always there for valued clients• Heroism – …………. has set itself the goal of leading change by leading a cause for ……….. in the market• Exploitation – Just get the bottom line budget – meet financialStrategy Source: Mourkogiannis - Guide to Moral Purpose © Peter Laburn
    111. 111. How it all fits together…Strategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    112. 112. How it all fits together… Purpose /Mission Why we existStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    113. 113. How it all fits together… Purpose /Mission Why we exist Values What we believe in & how we will behaveStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    114. 114. How it all fits together… Purpose /Mission Why we exist Values What we believe in & how we will behave Vision What we want to beStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    115. 115. How it all fits together… Purpose /Mission Why we exist Values What we believe in & how we will behave Vision What we want to be Strategy What our competitive game plan will beStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    116. 116. How it all fits together… Purpose /Mission Why we exist Values What we believe in & how we will behave Vision What we want to be Strategy The Basic Elements of What our competitive A Strategy Statement game plan will be Objective = Ends Scope = Domain Advantage = MeansStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    117. 117. How it all fits together… Purpose /Mission Why we exist The single precise objective that Values will drive the business over the What we believe in & next 5 years or so. Specific, how we will behave measurable, and time bound. It should be a single goal Vision What we want to be Strategy The Basic Elements of What our competitive A Strategy Statement game plan will be Objective = Ends Scope = Domain Advantage = MeansStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    118. 118. How it all fits together… Purpose /Mission Why we exist Values What we believe in & The customer or offering; geographic how we will behave location & integration. Should also include where the business will not go. Vision What we want to be Strategy The Basic Elements of What our competitive A Strategy Statement game plan will be Objective = Ends Scope = Domain Advantage = MeansStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    119. 119. How it all fits together… Purpose /Mission Why we exist Values The most critical. What makes the What we believe in & business distinctive. Incorporates the how we will behave value proposition as well as the unique activities that allows the business to deliver on the value proposition Vision What we want to be Strategy The Basic Elements of What our competitive A Strategy Statement game plan will be Objective = Ends Scope = Domain Advantage = MeansStrategy HBR April 2008: Can You Say What Your Strategy Is? p82 © Peter Laburn
    120. 120. An alternative perspective• The ideal strategy should include:-• Truth - describes the world as it is• Assertions - describes how you are going to change things• Alternatives - describes the options you have when you original assertions don’t work• People - describes who is on your team / who will join team and why they will be• Money - describes how much you need to make plan happen , cash flows P+L’s etc Seth Godin - blog May 2010Strategy © Peter Laburn
    121. 121. Vision – what our business will look like •What game are we in ? •How do we add value ? •What competencies needed ? •What differentiation ? •What is sustainable ?Strategy © Peter Laburn
    122. 122. Strategy Statement “We
aspire
to
be
a
leading
 emerging
markets
financial
 services
organisa1on”Strategy © Peter Laburn
    123. 123. – Group strategic statement“We
 aim
 to
 build
 a
 leading
 emerging
 markets
financial
 services
 organiza=on
 using
 all
 our
compe==ve
advantages
to
the
full.We
 focus
 on
 delivering
 superior
 sustainable
shareholder
 value
 by
 cost
 effec=vely
 serving
 the
needs
 of
 our
 customers
 and
 where
 appropriate,
connec=ng
them
globally.The
key
to
achieving
our
strategy
is
our
people”Strategy © Peter Laburn
    124. 124. 9 Key Strategic Deliverables• 





1.
Grow,
develop
and
recognize
our
people
• 





2.
Ensure
our
values
live
and
grow
within
the
organisa1on




 3.
Promote
a
nimble
and
proac1ve
approach
to
our
customers 4.
Deliver
superior
returns
and
sustainable
growth
for
shareholders 5.
Ensure
that
the
three
core
business
units
work
together
and
maximize
on
 the
synergies. 6.
Weve
got
to
build
a
strong
and
unified
brand 7.
Deploy
our
scarce
capital
appropriately 8.
Constantly
balance
risk
and
return
and
also
ensure
appropriate
corporate
 governance 9.
Create
a
world
class
infrastructure,
with
the
emphasis
on
cost
efficiencyStrategy © Peter Laburn
    125. 125. BUILDING A STRATEGIC PROPOSITIONStrategy © Peter Laburn
    126. 126. Remember Maslow ? Self Actualization Self Esteem Love and Friendship Safety Needs Shelter , security Physiological Needs Hunger , ThirstStrategy © Peter Laburn
    127. 127. Along came Hertzberg … Self Actualization Self Esteem Motivating factors Love and Friendship Safety Needs Shelter , security Hygiene factors Physiological Needs Hunger , ThirstStrategy © Peter Laburn
    128. 128. Building Market StrategyStrategy © Peter Laburn
    129. 129. Building Market Strategy Entry to the Game If you don’t offer “this ..” you are not an optionStrategy © Peter Laburn
    130. 130. Building Market Strategy Competitive Advantage what will differentiate you from competitors Entry to the Game If you don’t offer “this ..” you are not an optionStrategy © Peter Laburn
    131. 131. Core Competence Competitive Advantage Entry to the gameStrategy © Peter Laburn
    132. 132. Core Competence Competitive Advantage Entry to the Core Competence gameStrategy © Peter Laburn
    133. 133. Core Competence Competitive Advantage Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    134. 134. Core Competence Competitive Advantage Tactical Advantage use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    135. 135. Core Competence Competitive Advantage Sustained Advantage Tactical Advantage is difficult for anyone to copy use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    136. 136. Core Competence Competitive Advantage Sustained Advantage Tactical Advantage is difficult for anyone to copy use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    137. 137. Core Competence Competitive Advantage Sustained Advantage Tactical Advantage is difficult for anyone to copy use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    138. 138. Core Competence No advantage Competitive anymore !! Advantage Sustained Advantage Tactical Advantage is difficult for anyone to copy use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    139. 139. Core Competence Sustained Advantage is difficultadvantage No for anyone Competitive anymore !! to copy Advantage Tactical Advantage use it while you have it Entry to the Core Competence game What you are really good at What you focus onStrategy © Peter Laburn
    140. 140. Strategic Positioning CORE COMPETENCE CORE COMPETENCEStrategy © Peter Laburn
    141. 141. Strategic PositioningMust do to bein game – but CORE COMPETENCE not core CORE COMPETENCEStrategy © Peter Laburn
    142. 142. Strategic PositioningMust do to bein game – but CORE COMPETENCE not core Must do and core. CORE COMPETENCE What you build yourStrategy business on © Peter Laburn
    143. 143. Strategic Positioning Tactical Advantage capitalize while you canMust do to bein game – but CORE COMPETENCE not core Must do and core. CORE COMPETENCE What you build yourStrategy business on © Peter Laburn
    144. 144. Strategic Positioning Tactical Advantage capitalize Sustained while you Advantage can build future Strategy onMust do to bein game – but CORE COMPETENCE not core Must do and core. CORE COMPETENCE What you build yourStrategy business on © Peter Laburn
    145. 145. “The ‘surplus society’ has a surplus ofsimilar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar things, with similar prices and similar quality.” Funky Business Kjell Nordström and Jonas RidderstråleStrategy © Peter Laburn
    146. 146. # Full Service Financial Organisation… # With Emerging Market Focus… # Single view of client Strategic Positioning 2014CompetitivedifferentiationEntry to 2.the game 1. GOT to have, but what you want GOT to have to be good at .. to be an option… others might have it maybut everyone has it or may not be their focus Strategy Core competencies © Peter Laburn
    147. 147. # Full Service Financial Organisation… # With Emerging Market Focus… # Single view of client Strategic Positioning 2014 3.Competitivedifferentiation WANT TO CREATE, not easily copiedEntry to 2.the game 1. GOT to have, but what you want GOT to have to be good at .. to be an option… others might have it maybut everyone has it or may not be their focus Strategy Core competencies © Peter Laburn
    148. 148. The Change House Source: Ashridge Business School
    149. 149. The Change House Source: Ashridge Business School
    150. 150. Change House Business Cycle •Movement always anti clockwise •Business can never skip a room or go back in a clockwise direction •Leadership determine time spent in a specific room • Challenge: To stay in constant Renewal Source: Ashridge Business School
    151. 151. Change House Business Cycle •Movement always anti clockwise •Business can never skip a room or go back in a clockwise direction •Leadership determine time spent in a specific room • Challenge: To stay in constant Renewal Source: Ashridge Business School
    152. 152. The Change House The Contentment The Renewal Room RoomThe sunLounge The Denial The Confusion Room Room Wrong direction Door Dungeon of Denial Paralysis PitStrategy Source: Ashridge Business School © Peter Laburn
    153. 153. Signs of Contentment What we say……… How we act………• We’re the market leaders • Ignore the outside world• If it isnt broken, don’t fix it • Bureaucratic• Not invented here • Arrogant• Management has decided • Uninformed about competitors• We know our customers • Don’t listen to staff• It’s a stable industry • Head Office focus • Publish the company history• We have a great track record • No sense of urgency• We’re the most profitable • Focus on day- to- day details• I’ll decide later • Automatic salary increases• We achieve our budgets• I’m the bestStrategy Source: Ashridge Business School © Peter Laburn
    154. 154. Signs of Denial What we say……… How we act………• It’s an industry trend • Defend the past• What problem? • Defend the present• Not my problem • Aggressive• Head Office doesnt • Protect the guilty understand • Maintain taboos• My staff are no good • Kill the messenger….. • ……but miss the message• Competitors are worse • Blame everybody else• Ive always done it this way • Don’t listen to staff• My area is different • Tell stories about past glories• If adjusted for.. It’s OK • Massage the figures• It’s our customers fault• It’s a short term problemStrategy Source: Ashridge Business School © Peter Laburn
    155. 155. Signs of Confusion What we say……… How we act………• How did I get into this mess? • Frustration• Let’s hire some consultant • Depression • Anger• What’s happening • Withdrawal• What have I done wrong? • Blaming management• I’ve been saying that for years • Loss of self-esteem• We did that years ago • Insecurity• Its all my fault • No sense of direction • Irrational behavior• Help!! • Set up committees • Slow • Never finish thingsStrategy Source: Ashridge Business School © Peter Laburn
    156. 156. Signs of Renewal What we say……… How we act………• Let’s make it happen • Accept responsibility• Let’s do it together • Renewed energy• Let’s tell everybody about it • Communicate• Now I understand it • Listen • Learn• It’s been tough but I did it • Trust• I’m/We’re stronger now • Delegate• I don’t really miss it now • Independent• Its better than I expected • Accept risk• We have to trust each other • Flexible, creative• I/ We could be better • Continuously improve• Lets beat the challenge • Set new targetsStrategy Source: Ashridge Business School © Peter Laburn
    157. 157. Moving out of ContentmentWhat you might achievePeople start to think about changeWhat you should not expect yetPeople accept that things need to changePossible actions• Shock people out of complacency• Benchmark with best practice• Break up teams, move people• Define performance indicators• Give feedback about performance• Customer satisfaction surveys• Challenge assumptionsStrategy• Get people to visit other organizations Source: Ashridge Business School © Peter Laburn
    158. 158. Moving out of DenialWhat you might achievepeople accept that something needs to be doneWhat you should not except yet• They will see the way forward as clearly as you• They will understand what has to be done, and their role in itPossible actions• Continue to benchmark• Communicate the results to everybody• Explain the big picture( purpose, benefits of change)• Show respect for the past: avoid blame• Don’t offer detailed solutions yet• Look for small early successes• Give people time and space• Encourage positive health habitsStrategy Source: Ashridge Business School © Peter Laburn
    159. 159. Moving out of ConfusionWhat you might achievePeople understand what needs to be doneAccept their roles and responsibilities in itWhat you should not expect yetPeople stop talking about “the good old days”They don’t slip back sometimesPossible actions• Provide vision and overall direction• … but allow people to influence how to get there• Give a sense of ownership by allowing contributions• Encourage open expression of feelingsStrategy Source: Ashridge Business School © Peter Laburn
    160. 160. The Strategic Change Process:Strategy © Peter Laburn
    161. 161. The Strategic Change Process: 4 Key Elements Pressure Clear Capability Actionable for Shared to Steps Change vision Change = ChangeStrategy © Peter Laburn
    162. 162. The Strategic Change Process: What happens when 1 element is missing?Strategy © Peter Laburn
    163. 163. The Strategic Change Process: What happens when 1 element is missing? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision ChangeStrategy © Peter Laburn
    164. 164. The Strategic Change Process: What happens when 1 element is missing? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision ChangePressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’sStrategy © Peter Laburn
    165. 165. The Strategic Change Process: What happens when 1 element is missing? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision ChangePressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’sPressure Clear Actionable Frustration / for Shared = steps Anxiety Change VisionStrategy © Peter Laburn
    166. 166. The Strategic Change Process: What happens when 1 element is missing? Clear Capability Actionable Bottom of Shared to = steps the In Tray Vision ChangePressure Capability Fast start / Actionable for to = Conflicting steps Change Change Agenda’sPressure Clear Actionable Frustration / for Shared = steps Anxiety Change VisionPressure Clear Capability False starts / for Shared to = haphazard Change Vision Change approachesStrategy © Peter Laburn
    167. 167. Strategic Thinking at Standard BankYour responsibility!
    168. 168. Strategic Thinking at Standard BankYour responsibility!
    169. 169. Pete Laburn – web: http://www.petelaburn.com – email: petelaburn@iafrica.com – cell: +27 82 553 3198 – Blog: petelaburn@wordpress.co.za – Twitter: petelaburn Synthesis of this presentation by: The TomorrowToday.biz frameworkers Multimedia courtesy of the naughty world of MP3 and MPG, as registered with SAMRO, and under international fair use regulations. Purchase the albums at our on-line store.Strategy © Peter Laburn

    ×