This is the presentation I gave at the Branding in Banking and Finance Conference that was held in Johannesburg, South Africa on 26th - 28th September 2011. I have added speaker notes on some of the slides.
“...many enlightened organizations are moving branding entirely away from communicationsand toward connecting strategy, culture, and a wider stakeholder involvement.” Nicholas Ind & Majken Schultz Strategy + Business
one that accepts that we can’t predict the future and should concentrate on beingﬂexible enough to successfully engage it, in whatever form it may take
“Giving up the illusion that you can predict the future is a very liberating moment. Allyou can do is to give yourself the capacity to respond to the only certainty in life - which is uncertainty. The creation of that capability is the purpose of strategy” Lord John Browne, former CEO BP
“Nearly all of the Best Global Brands have embraced the idea of constant change, evolution and innovation, and are able tocontinually meet the changing requirements of their customers.” Interbrand Best Global Brand 2010
near future budgeting disposable factoriesscenario planning customizable complexity dynamic pricing shadow portfoliosSpeaker Note: The list of strategy tools listed in the right column is not comprehensive. At Sagacite werefer to these tools by the collective name of rapid adaptive strategies.
the aim of scenariosis to reveal multiple,equally realistic and foreseeable futures photo by drew herron
approaches Royal Dutch/Shell & Global Business Network The French School The Futures Group Wilson and Ralston Lindgren and Bandhold Reference scenarios Decision Strategies International Procedural scenarios Industry scenarios Soft creative scenarios
help connects the dots picture by gato-gato-gato
relaxation of monetary banking policy keeping regulations interest rates low consumer’s limited ﬁnancial instruments knowledge that shifted risk off balance sheets evaporation 2008 of reasonable credit Financial standards Meltdown
scenarios allow us to seebeyond the headlights photo by victor cavazzoni
uncertainty forecast scenarios hopenow distance into the future
and avoid panic when the future deals us a bad handimage by luna di rimmel
near future budgeting Speaker Note: Near future budgeting refers to the trend to shorten the budgeting period given that people can’t predict three to ve years out. by kenteegardin
Disposable FactoriesSpeaker Note: Disposable factories belongs to the real option group of rapid adaptive strategies. Itrefers to limited investment in production facilities until a product proves itself in the market. photo by slinky2000
customizable complexitySpeaker Note: This slide refers to companies allowing consumers to determine their individual brandoffering. image by Pixel Placebo
Dynamic PricingSpeaker Note: An example of dynamic pricing is insurance companies who calculate motor insurancebased on how a customer drives their car as recorded by an onboard device. photo by Greg Woodhouse
portfolioBrand Speaker Note: The same way opposition parties have a shadow cabinet so they are ready to govern, brands should have a shadow portfolio of different offerings for drastically different market conditions.
“We have made tremendous progress in our ability to operate complicated systems... We have made less progress to operate complexsystems, which defy conventional modelling and challenge traditional management practices. Leaders need to use better tools for understanding how these system will behave - tools that can help us understand the constant interaction of numerous elements and the impact of rare but extreme events.” Gökçe Sargut & Rita Gunther McGrath Learning to Live with Complexity Harvard Business Review September 2011
“In the next few years, successful companies will distinguish themselves by managinguncertainity better than do their competitors.The very best will create uncertainity for their competitors to struggle with - and there will be hell to pay by those who fall behind.” George Stalk Senior Partner and Managing Director The Boston Consulting Group
Speaker Note: Apple is a company that adds to the VUCA environment of their competitors byreleasing innovative products and services that immediately rede ne the market.
Ordnung braucht nurder dumme ein geniebeherrscht das chaos
Order is needed onlyby fools, the genius controls the chaos