Module 3.0 Mapping The Future

Listen. Learn. Lead. DELIVER.
Listen. Learn. Lead. DELIVER
MAPPING THE FUTURE
• Version 1.0 , October 2020
© 2020 Cathy Fischer. All rights reserved.
A Workbook To Chart Our Course Post Covid-19
MODULE 3

MODULE 3
INSTRUCTIONS AND WORKSHEETS
TIP: You don’t
need to have all
the data from
Modules 1 and 2
to do this Module!

System Modules
• Module 1: Baseline – Assess organization’s health before Covid 19
• Module 2: Impact – How did Covid 19 affect the business?
• Module 3: Options – Consider choices for future state; choose one
• Module 4: Action Plan – Move forward with specific steps
• Module 5: Adjust – Assess results, change course if needed

Measure Baseline Review Impact
Option 1: Retreat
Option 2: Remain
In Current
Business
2A: Press Your
Advantage
2B: Shed
Unproductive
Parts
Action Plan
Review and
Adjust
2C: Join Forces
Option 3:
Reinvent
Where We Are In The Program:
Data can be
gathered in
advance in a
day or two
Five 30-
minute work
sessions, can
be done as a
group or
assigned out
to individuals
TEAM DISCUSSION
2-hour work session,
to choose an option
Can be
assigned out
to individuals;
then 1-hour
team work
session
Monthly 1-
hour team
follow up

Module 3: Options
• This is where the data gathering and analysis you completed from
Modules 1 and 2 come together to suggest a course of action.
The steps of Module 3 are:
1. Complete a scorecard that will suggest one of three courses of
action: Retreat, Remain In Business, or Reinvent
2. Discuss the findings as a group and agree on the course of action.
• Look back on these tools from other modules for help:
• Module 1 Business Model and Paradigms
• Module 2 Appreciative Inquiry, Customer Journey, and Trends
3. Develop a Mission Statement for the future so that each part of the
business can use it as a filter for their specific next steps.

Here’s how it works:
1. You will fill in the response to each
question by entering an “x” in the
appropriate box
2. Based on where you put the “x”, a
score will be generated for each
question
3. When you answer all the questions,
suggested course of action will appear
based on all the scores together.
Completing the Scorecard
Industry and Competitive Growth
How much is my industry growing?
How much is my major competitor growing?
How Your Business Runs Today
How competitive is my position?
Industry
Target Market
Geography
Major Product or Service
Price Position
Distribution Path
Length of Time In Business
Average Tenure of Senior Management
Customer Health
How You Find and Cultivate Customers
Tools
All Contacts
Qualified Leads
Good Prospects
Priority Opportunities
How strong are your organization's Demand Generation Tools?
Supply Side
Perfect Orders
Cash to cash cycle time
Inventory days of supply
Customer cycle time
Percent of sales on supply side costs
What is your rating on Supply Side Processes?
Trends
Technological
Cultural
Economic
Covid 19
What percent of my customers were new last year?
Are sales dollars to my existing customers increasing?
How many total customers do I have?
How many types of customers do I have?
How concentrated are my customers?
Remember YOU are the
final decision maker.
The scorecard is to
generate discussion,
not a decision.
Industry and Competitive Growth
Declining by more
than 10%
Declining, but by
less than 10% per
year
Stable
Growing up to
10% per year
Growing by more
than 10%
#N/A
Growing by more
than 10% per year
Growing, but by
less than 10% per
year
Stable
Declining up to
10% per year
Declining by more
than 10% per year
#N/A
How much is my industry growing?
How much is my major competitor
growing?

Click the link below to complete the
scorecard:
Completing the Scorecard – Here You Go!
Type the suggested course of action here:
_________________________________
The numbers will add
as you enter the
checkmarks in the
decision sheet. If you
don’t know a particular
answer, use your bewst
guess. This is a guide,
not a test

As a team, answer these questions:
1. Customer – How would they be affected? Where will they be able to receive
their product or service from if your business shut down. Would that be
difficult? How could you help them?
2. Competition – How would they react? Would they be concerned? Would
they be encouraged? Would they hire any of your people? What would they
say about your organization?
3. Company – What actions need to be taken to shut the company down?
Which assets are useful that could be sold or given away?
4. Feasibility – How quickly could you implement the shut down?
5. The Future – What would remain of the organization that could be
transferred to another use or a new company?
Discussion Guide For “Retreat”
This course of action should be taken when the organization sees no viable way forward. Everyone agrees that the company
is no longer adding value in its present form to its customers, or the value it is adding is simply not worth enough to the
customer base that it is no longer possible to make money with the price they are willing to pay.
Make sure everyone is
participating

Discussion Guide For “Remain In Current Business”
(Page 1 of 2)
This course of action should be taken when the organization agrees that:
1. The company is providing superior value to its customers and has a significant competitive
advantage. For example, a restaurant has sales growing steeply in drive through smoothies
and has the technology to cut customer waiting time in half, OR
1. The company provides value to its customers, although maybe not with its current set of
products or services. If the company gets rid of some parts of its offering and adds others,
the business will be healthier. For example, a restaurant offers a full menu, but its customer
base is all senior citizens. The company could grow if it added foods appealing to a
younger demographic, including a kids’ menu, and marketed itself to new customers, OR
1. The company provides value to its customers, although not in full. Joining forces with
another company will strengthen both of your businesses. For example, a restaurant still
provides great food, but if they include delivery of that food, both the delivery company and
the restaurant will grow.
participating

1. Customer – What segment is growing fastest, and what could you do to
satisfy that customer base even more? What segments are declining, and you
could use your resources better if you did not serve that segment?
2. Competition – How would they react to your changes? Would you now have
new competition? How could you be able to combat them? Could you join
with them to offer a better service as a team? If you believe some
competition is going out of business, can you make use of some of their
assets?
3. Company – What would this mean for the company culture and branding?
Would you need to change something structurally in the company to be
successful?
4. Feasibility – How quickly could you implement the changes you believe are
needed?
5. The Future – How soon do you believe you will need to revisit the changes
you have made? Within six months? One year? Five years?
Discussion Guide For “Remain In Current Business”
(Page 2 of 2)
participating

1. Customer – How would they be affected? Would some leave you but more
come on board? How would you communicate to them?
2. Competition – How would they react? Would they be concerned or
encouraged? How could you minimize competitive impact?
3. Company – What would this mean for the company culture and branding?
Would you need to change something structurally in the company to be
successful? How would this change the mood and energy level of the
company?
4. Feasibility – How quickly could you implement the changes that are needed?
Do you need something you don’t have now?
5. The Future – How soon do you believe you will need to revisit the changes you
have made? Within six months? One year? Five years?
Discussion Guide For “Reinvent”
This course of action should be taken when a part of the organization is adding a lot of value or growing fast, but other parts
need to be dramatically changed. For example, the customer base, or manufacturing line, or a specific product or service is
outpacing every other part of the organization because the market is changing.
participating

Developing a Mission Statement
To define specific next
steps, it is very helpful for
the team to develop and
commit to a Mission
Statement. A mission
statement is an aspirational
phrase explains WHY the
company or organization
exists. It is not tied to a
specific product line or
service. It is a broader
statement of purpose.
Sample Mission Statements
• Life is Good: To spread the power of optimism.
• Nordstrom: To give customers the most compelling
shopping experience possible.
• Workday: To put people at the center of enterprise
software.
• Prezi: To reinvent how people share knowledge, tell
stories, and inspire their audiences to act.
• Tesla: To accelerate the world's transition to
sustainable energy.
• TED: Spread ideas.
• LinkedIn: Create economic opportunity for every
member of the global workforce.
• Disney: To entertain, inform and inspire people
around the globe through the power of unparalleled
storytelling
• Coke: To refresh the world in mind, body, and spirit,
to inspire moments of optimism and happiness
• Nike: To bring inspiration and innovation to every
athlete* in the world. *If you have a body, you are an
athlete.
At best, people can see
themselves in the
mission. It is a shared
image.

Steps In Developing A Mission Statement
Some organizations spend months developing a mission statement, but as with everything in this
workbook, we are going to shrink that time. Here are the steps:
1. Explain what a mission statement is, using the examples from the previous page.
2. Ask the team two questions: Why do we exist? Why do we do what we do?
3. To move the team out of the mindset of thinking in generic business phrases, it is really important to access the
nonverbal side of the brain. Hand out the pictures on the next two pages (or any others you want).
4. Working individually or in pairs, have the team pick out a picture that best defines the mission of the organization
for them. Have them write a short headline for that mission. Given them about 20 minutes if alone and a little
longer if working in teams.
5. Have them report out to the larger group and record all the phrases on a flip chart or shared document. Ask only
clarifying questions.
6. Give each person three stickers to “vote” with the mission statements they believe are the best articulation of why
the company exists.
7. Start with phrases that received a lot of votes, discuss, and check for agreement. Do the same for phrases that
received no or few votes, and ask if those can be crossed off. End with the middle ones, using the same process.
Either circle (keep) or cross off (delete) the middle statements.
8. Repeat the voting process one more time.
9. End the meeting with a list of phrases that will form the mission statement.
10. Thank everyone and explain that cosmetic work will occur out of the meeting, either by the leader or a few number
of volunteers.
The key is think non-
verbally. Get away from
words and into pictures
and images. You will get
a more compelling
mission that way

Images For Mission Statement

Record Your Mission Statement Here
Done with Module 3.
The rest are much easier

Great
Work!

My career has been beyond anything I dreamed of as a little girl,
thanks to the great people whom I have been blessed to work with
at companies like P&G, Newell, Goodyear, AkzoNobel, and Signet
Jewelers. I have worked in product categories as diverse as
mascara, tool boxes, tires, and diamond rings.
I think of my career in three pieces:
 My core capabilities: Listen, Learn, and Lead
 The industries where I have worked: CPG, Durable Goods,
Specialty Retail
 The 3 roles where my skills have been best used: Chief
Marketing Officer, General Manager, and SVP Strategy and
Innovation.
Underlying all of these, at the base, is my commitment to deliver
the results that the organization needs and the customer wants.
As I write this manual, our world is trying to make its way through
the fog of Covid 19, which is profoundly changing all customer
experiences. My hope is that this workbook may, in some way,
help organizations figure out where they want to go and who they
want to be as the fog lifts.
If you would like to reach me, please go to my LinkedIn page:
www.linkedin.com/in/fischer/cathy.
Thank You!
Cathy Fischer

Module 3.0 Mapping The Future

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