6. Herman Toch : Fixing the plane while flying
•
1 like•784 views
The document discusses how companies can become "future proof" by embracing changes in society and the global context. It recommends five paradigm shifts: 1) shifting from short-term to long-term engagement by adding meaning through long-term relationships; 2) shifting from linear to systems thinking by adding meaning through stakeholder engagement; 3) shifting from central to decentralized models by empowering creativity and passion; 4) shifting from mass to personalized approaches by adding meaning through personal well-being; 5) shifting from closed to open models by adding meaning through collaboration. The goal is for companies to adapt their business models, culture and purpose to thrive in a changing world.
Recommended
More Related Content
Similar to 6. Herman Toch : Fixing the plane while flying
Similar to 6. Herman Toch : Fixing the plane while flying (20)
More from Sage Belux
More from Sage Belux (9)
Recently uploaded
Recently uploaded (20)
6. Herman Toch : Fixing the plane while flying
- 1. SAG E
- 2. SAG E
- 3. SAG E
- 4. SAG E
- 5. SAG E
- 6. A strategy, innovation, transformation E-team makes companies & brands future proof SAG E
- 7. Be Future proof See the transforming macro contextSAG E
- 8. Why? How? What? crisis growth technology big data new energy sources 3rd industrial revolution post-capitalism coop people, planet, profit consumer centric greed SAG E
- 9. Financial/debt crisis Institutional crisis Ecological crisis Consumer crisis Globalization effects Aging population Confusing scientific discoveries Oversupply of products & services Revolution in the Arab world Price of oil/energy Norms & values are questioned SAG E
- 10. Digital revolution East meets West A Global World Scientific discoveries Technological innovations Valorization of human competencies Fusion of cultures China, India, Brazil, Indonesia SAG E
- 11. We are in winter time the end of a cycle a shared feeling • Anxiety, conflicts • Lack of growth • Lack of trust • Killing rules & structures • Deflation • Defend what we have Commoditisation, fragmentation, polarisation Spring Autumn Summer Winter SAG E
- 12. Society and companies need to build their new S-curve Give perspective on a new spring SAG E
- 13. What about the context in which we have to build this new S-curve? SAG E
- 14. Is this an era of change, or a change of era? SAG E
- 15. - how you try to solve your challenges - your set of ‘weapons’ - the urgency to re-invent yourself Your answer has a huge impact on how you behave: SAG E
- 16. ‘Old’ worldview • Strive for more • Information shortage equals power • Extrinsic motivation • My good life • Unlimited resources • Others organize parts of our life ‘New’ worldview a new dominant logic • Strive for BETTER • Information luxury equals potential • Intrinsic motivation • All is connected • Limited resources • We will organize our own life SAG E
- 17. ‘Old’ worldview Consumption society GNP Stuff centric Products & services being produced Materialistic Ego driven We pursue recognition, success, wealth to live a good life GNH People centric Improving the Good life of all Wholeness Inner rightness driven We pursue a life well-lived, and the consequence might be recognition, success, wealth, love. Society of Meaning ‘new’ worldview The expectation of a better future SAG E
- 18. Present world reality New world reality Whatwesee THE FUTURE HAS STARTED ‘see the future first’ v v TIME SAG E
- 19. The economy of meaning What really matters to me Meaningful for myself, meaningful for others We question the meaning behind the options From marketing to mattering The expectation of a better future SAG E
- 20. Be Future proof Connect with the changing expectations of the new customer SAG E
- 21. A different customer and a new power balance • In the know, Consciousness • Autonomous, hyper connected • Hybrid customer • Human-machine cooperation • Prosumer/intrapreneur Transformation SAG E
- 22. SAG E
- 23. Power Balance Society is tipping from a central, top down society to a decentral, bottom- up society SAG E
- 24. SAG E
- 25. SAG E
- 26. SAG E
- 27. Be Future proof Embrace a new growth model SAG E
- 28. The purpose of business is the business of purpose The purpose of your business Selling stuff? Profit maximization? Creating reasons for living the good life SAG E
- 29. Profit is a reward for what we do and why We do the things we do. Go for happy profit SAG E
- 30. +2 = happy profit = Creating the good life is the goal, profit the reward. Purpose & Principle driven. Shareholder value & societal value are intertwined. Mutual value creation +1 = good profit = People, Planet, Profit, multiple value creation (top down). Happiness is a means to an end - 1 = bad profit = short term profit only, costs are socialized, financial value only Business is Zero sum Abundance SAG E
- 31. The vision of Desso: cradle to cradle, = growth engine SAG E
- 32. BMWi – The lab of BMW – a totally different approach SAG E
- 33. Ricardo Semler: ‘the purpose of work is not to make money. The purpose of work is to make the workers, whether working stiffs or top executives feel good about life.’ SAG E
- 34. Bad profit Happy Profit is the answer to the economy of Meaning Happiness is the business model Optimize life, not consumption Transformation Good profit Happy profit SAG E
- 35. Be Future proof Fix the plane while flying SAG E
- 36. IMPROVE YOUR PRESENT Give your company oxygen with the future in the back of your mind BEHAVE AS A 2D MANAGER (winter talent) INVENT A NEW FUTURE Disrupt or be disrupted BE A 3D LEADER (spring talent) BRIDGE PRESENT & FUTURE Create a safe environment to let go, see and dream CONNECT & INSPIRE PEOPLE v BE FUTURE PROOF = FIXING THE PLANE WHILE FLYING SAG E
- 37. Be Future proof Redream your future SAG E
- 38. REDREAM YOUR FUTURE Build a new system (system thinking) Brand Purpose Dreams Brand Roles Meaningful Innovations Brand Relations Reputation Value New Business models New markets Personalised Customer journey Organisation Structure Cell organisation De-central processes Holistic Reporting Chain collaboration Culture Part of something bigger Soulful workplace Purpose fit Talent-passion based Inner wholeness Self management Co-creation Matterto people Create meaning Make a difference Happy people, Happy Profit SAG E
- 39. FIXING THE PLANE WHILE FLYING REDREAM YOUR FUTURE Translate into sustainable business success Value New Business models New markets Personalised Customer journey Matter to people Create meaning Make a difference Happy people, Happy Profit SAG E
- 40. From short term to long term adding meaning through long term engagement 5 Paradigm Shifts: adding meaning to the core of our business models SAG E
- 41. SAG E
- 42. the Rolls-Royce “TotalCare” program flipped the conventional transaction-based approach on its head. The premise was to build a long-term relationship with customers by aligning the engine-service provider’s goals with the airlines’ goals of keeping the aircraft flying. SAG E
- 44. From short term to long term adding meaning through long term engagement From linear thinking to system thinking adding meaning through stakeholder engagement 5 Paradigm Shifts: adding meaning to the core of our business models SAG E
- 45. SAG E
- 46. SAG E
- 47. SAG E
- 48. SAG E
- 49. SAG E
- 50. SAG E
- 51. From short term to long term adding meaning through long term engagement From linear thinking to system thinking adding meaning through stakeholder engagement From central to decentral adding meaning through the use of creativity, passion and talent 5 Paradigm Shifts: adding meaning to the core of our business models SAG E
- 52. SAG E
- 53. SAG E
- 54. SAG E
- 55. From short term to long term adding meaning through long term engagement From linear thinking to system thinking adding meaning through stakeholder engagement From central to decentral adding meaning through the use of creativity, passion and talent From mass to personal adding meaning through personal wellbeing 5 Paradigm Shifts: adding meaning to the core of our business models SAG E
- 56. SAG E
- 57. SAG E
- 58. SAG E
- 59. SAG E
- 60. SAG E
- 61. From short term to long term adding meaning through long term engagement From linear thinking to system thinking adding meaning through stakeholder engagement From central to decentral adding meaning through the use of creativity, passion and talent From mass to personal adding meaning through personal wellbeing From closed to open adding meaning through collaboration, cooperation and sharing 5 Paradigm Shifts: adding meaning to the core of our business models SAG E
- 62. SAG E
- 63. SAG E
- 64. SAG E
- 65. SAG E
- 67. SAG E
- 68. SAG E
- 69. SAG E