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Defying Disruption - CPA Congress 2016 Adelaide
This document discusses how organizations can build more effective and agile strategies to deal with disruption. It identifies three hurdles - mindset, skillset, and toolkit. Regarding mindset, leaders need to seek external perspectives and understand complex environments. For skillset, organizations take a retrospective rather than forward-looking approach to strategy. Finally, traditional strategic tools like SWOT and balanced scorecards are still used. The document recommends upgrading thinking with skills like perspective seeking. It also suggests upgrading strategic tools, replacing SWOT with scenario planning for example. Faster growing companies experiment and iterate frequently. The document argues organizations must change their operating models to compete in today's complex world.
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Defying Disruption - CPA Congress 2016 Adelaide
- 1. Defying Disruption Building anAgile Strategy
- 2. Speed Today’s Session • Howthe world has changed recently • The 3 key things holding us back • The 3 things we can do about it • Q & A
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- 4. Speed Technology | Speed| Complexity
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- 6. Our 3 BIGGESThurdles to creating more effective and agile strategies
- 7. MINDSET We don’t understandthe environment properly1
- 8. Leadership development &decision making scores based on task demands and role complexity
- 9. ”Yet, the evidencepresented in this report shows that few senior leaders seek advice from external sources, such as associations, consultants, experts, or other senior leaders in their industry or elsewhere. This leaves their organisations vulnerable to poor strategic insight and decision-making, especially in the current environment marked by disruption and uncertainty.” Leadership at Work - Do Australian leaders have what it takes? Study of Australian Leadership, 2016.
- 10. SKILLSET We take aretrospective approach to strategy development 2
- 11. ”You can’t connectthe dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future.” Steve Jobs Stanford Commencement Speech, 2005.
- 12. TOOLSET We still usethe same tools3
- 13. Current Tools SWOT Market Analysis BalancedScorecard Segment Analysis Financial reporting
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- 16. 1. Perspective Seeking- The ability to see all of the moving parts and complexity in the market 2. Perspective Taking - The capacity to see or experience another person's or organisations perspective in a workplace environment or global climate. 3. Perspective Coordination - The capacity to bring all the pieces of a complex strategy together in order to make an effective decision. 4. Contextual Thinking - Understanding the financial, cultural and global climate in a given situation or challenge. 5. Collaborative Capacity - An individual's capacity to work with internal and external stakeholders while delivering on strategic initiatives. 6. Decision Making Capacity - The capacity in which people can execute effective decisions in complex and challenging environments. The leadership skills you need to build an Agile Strategy
- 17. The Conference Boardreveals that organisations whose leaders can operate effectively in a VUCA (Volatile, Uncertain, Complex and Ambiguous) world are three times more likely to end up in the top 20 percent of financial performance compared to companies lacking such leaders” Leading Now Critical capabilities for a complex world (Axon , Friedman , & Jordan, HBR, 2015)
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- 19. Years to $1BillionValuation/Capitalisation 8 0 16 24 Average Fortune 500 Google Facebook Tesla Uber Snapchat Oculus Rift
- 20. “Today’s fastest growing,most profoundly impactful companies are using a completely different operating model. These companies are lean, mean, learning machines. They have an intense bias to action and a tolerance for risk, expressed through frequent experimentation and relentless product iteration. They hack together products and services, test them, and improve them, while their legacy competition edits PowerPoint.” The Operating Model That Is Eating The World, Aaron Dignan, The Ready
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- 22. From – ClassicStrategy To - Agile Strategy SWOT Re-contextualising Market Analysis Scenario Planning Balanced Scorecard Causal Layered Analysis Segment Analysis Future Cones Financial reporting Mega-Trend Scanning New Tools
- 23. “Any sufficiently advanced technologyis indistinguishable from magic” British science fiction writer Arthur C Clarke
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Editor's Notes
- #3 Whats Wrong with them
- #4 Whats Wrong with them
- #5 Whats Wrong with them
- #6 My journey to thinking about strategy started a long time ago and it has to do with surfing You might be wondering what strategy development and surfing have in common Nothing changes more abruptly or fluidly than a wave …its one of the most radical and dynamically changing contexts that you can interact with – it literally changes second by second. And it is a manifestation of so many different things coming together at the one time. In many ways the ocean is like the market. And after a while when you have been in a surfing line up you get to realise that the best surfers in the line up seem to be the luckiest because they are always on the best waves But its not luck …. It comes from a far deeper understanding of the conditions that you see just on the surface……they now the entire layout of the reef, they know the tides, the winds and the swell predictions – and the effefcts of all of the above and they know how to adapt to the smallest change … and they know it days out. Companies and organisations are simlar to this in many ways – the good ones know the market at a deeper level and know how to predict the changes more effeicetly – to the untarined ones it looks like LUCK but it is anything but. So today I want to talk how might
- #7 Whas wrong with them
- #8 We don’t understand the envronmnet like we need too - we just don’t – The forces that
- #11 Whas wrong with them
- #15 Allens Beaumont Tiles
- #16 Allens Beaumont Tiles
- #19 We need to break down assumptions an
- #22 We use the same models and the same approaches we have been using The world has changed yet our thinking about strategy really hasn’t You’ve updated your phone and your computer but not your approach to strategy