This is a transcription of a Business901 blog post, Scenario Thinking the Next Big Thing. My guest on the podcast was George Wright, co-author of Scenario Thinking: Practical Approaches to the Future. The book is an innovative guide to new methods in scenario thinking. The book focuses on the demonstration and illustration of practical steps in scenario development processes.
The Strength-Based Track at ASQ Charlotte Annual Convention is using a unique approach that is based on a positive skills framework and a collection of rich and interactive festivities. We have been busy working with the facilitators of the breakouts to provide valuable information. Our goal is to harness not only the knowledge of the facilitators, but to open up a dialog with the conference participants sharing ideas. This variety of perspectives will be captured in the twelve interactive breakouts in a strength-based collaborative style of learning. This is the slide deck for the Positive Team Session.
The presentation that uses this slide deck is available in Train Section at Business901.com. Lean Sales and Marketing is built upon the philosophy that there has been a subtle shift to knowledge as the way to engage, develop and retain your customer base. The sales and marketing team must act as a vehicle to cultivate ideas not only within their four walls but more importantly from their customers and markets. If this is true, how do create new knowledge? How do we learn? Most studies show that we learn best by doing and by being forced to resolve our perspective with those of others who disagree with us. This means that you have to encourage contradictions and be willing to push the envelope with your customers.
As you start in EDCA, remember that the User/Customer is at the center of your universe. You have to continue improving and earning the right to remain within their sphere of influence. Most of us design services around how we think, not how the customer thinks. We have this idea that we know what is right. What I can tell you is that you are probably wrong. Move away from thinking that you are the “expert” or the smartest person in the room. Instead move towards the thinking that the “room is the smartest person.” In the EDCA outline that follows take the time to invest in learning from and with your customer. Invest in an excellent customer service experience. EDCA is a term I learned from @GrahamHill which means Explore-Do-Check-Act. There is a Slideshare presentation using this slide deck.
Retool your Sales and Marketing Process with LeanBusiness901
Retool your Sales and Marketing Process with Lean: The tendency is to jump into EDCA (Lean Startup) and try to create a silver bullet. When “retooling”, you should delay starting “new” marketing ideas. You start with CAP-Do and categorize and develop the idea and practice of standard work. Standard Work consists of understanding the basic Lean principles, an understanding of your value proposition, how your product/services are used and the markets you serve.
Russ Unger’s new book Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) was discussed in the recent Business901 Podcast, Voices Matter: Are you helping the situation?. This is a transcription of the podcast.
The Strength-Based Track at ASQ Charlotte Annual Convention is using a unique approach that is based on a positive skills framework and a collection of rich and interactive festivities. We have been busy working with the facilitators of the breakouts to provide valuable information. Our goal is to harness not only the knowledge of the facilitators, but to open up a dialog with the conference participants sharing ideas. This variety of perspectives will be captured in the twelve interactive breakouts in a strength-based collaborative style of learning. This is the slide deck for the Positive Team Session.
The presentation that uses this slide deck is available in Train Section at Business901.com. Lean Sales and Marketing is built upon the philosophy that there has been a subtle shift to knowledge as the way to engage, develop and retain your customer base. The sales and marketing team must act as a vehicle to cultivate ideas not only within their four walls but more importantly from their customers and markets. If this is true, how do create new knowledge? How do we learn? Most studies show that we learn best by doing and by being forced to resolve our perspective with those of others who disagree with us. This means that you have to encourage contradictions and be willing to push the envelope with your customers.
As you start in EDCA, remember that the User/Customer is at the center of your universe. You have to continue improving and earning the right to remain within their sphere of influence. Most of us design services around how we think, not how the customer thinks. We have this idea that we know what is right. What I can tell you is that you are probably wrong. Move away from thinking that you are the “expert” or the smartest person in the room. Instead move towards the thinking that the “room is the smartest person.” In the EDCA outline that follows take the time to invest in learning from and with your customer. Invest in an excellent customer service experience. EDCA is a term I learned from @GrahamHill which means Explore-Do-Check-Act. There is a Slideshare presentation using this slide deck.
Retool your Sales and Marketing Process with LeanBusiness901
Retool your Sales and Marketing Process with Lean: The tendency is to jump into EDCA (Lean Startup) and try to create a silver bullet. When “retooling”, you should delay starting “new” marketing ideas. You start with CAP-Do and categorize and develop the idea and practice of standard work. Standard Work consists of understanding the basic Lean principles, an understanding of your value proposition, how your product/services are used and the markets you serve.
Russ Unger’s new book Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) was discussed in the recent Business901 Podcast, Voices Matter: Are you helping the situation?. This is a transcription of the podcast.
Freedom Freguesia - Apartamentos de 2, 3 e 4 quartos na Freguesia. Apartamentos tipo com área privativa entre 74 e 107m²; coberturas duplex com área entre 157 e 217m², possui 1 suíte e ampla varanda, porcelanato em todos os cômodos e previsão para split; com 1 vaga de garagem. Infraestrutura de lazer completa e total segurança. Localizado em rua tranquila, próximo de todos os serviços da região. Antecipe-se ao lançamento!
Endereço: Estrada do Guanumbi, 630 Bairro:Freguesia – Nº de quartos:2, 3 e 4 quartos - Área:74 - 107m²; 157 - 217m² - Vagas garagem:1 vag - Realizadores:Calçada - Status da obra:Lançamentos
Hidromassagem, Sauna a Vapor, Solarium, Deck Molhado, Piscina Infantil, Espaço Gourmet, Quadra Esportiva, Fitness, Forno de Pizza, Churrasqueira, Salão de Festas, Brinquedoteca, Piscina Adulto, Spa, Sauna Seca, Cinema, Sala de Repouso, Playground, Espaço Teen, Praça, Acesso, Fitness Externo, Home Office
Não vá ao stand sem antes nos ligar, desde já agradecemos sua preferência
LIGUE AGORA PARA O CORRETOR PARA MAIORES INFORMAÇÕES
TEL : (21) 3091-0191 - 8372-3822
Luciano Batista – consultor imobiliário
websaite: www.lucianobatista.meubox.com.br
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
Assume you are the new CEO of the Delta Phi Corporation. When the Bo.pdfeyeonsecuritysystems
Assume you are the new CEO of the Delta Phi Corporation. When the Board of Directors
appointed you CEO, they indicated that a strategy for the next decade should be developed. In
your discussion post, indicate (based on the readings, not just personal opinion) how you would
think about the task of formulating a strategy for the company looking at the decade ahead.
Special attention should be given to how the different views of strategy by Porter and Mintzberg
would influence your approach.LIST ALL REFERENCES
There are two people, and only two, whose ideas must be taught to every MBA in the world:
Michael Porter and Henry Mintzberg. This was true more than 25 years ago, when I did my
MBA at USC. These are two academics who have had real impact for a long time. Part of their
success, beyond having big relevant ideas, is due to their clear and concise writing skills (There
is certainly a lesson in there for many of us business school academics).
Both have been very influential in the study of strategy, an area of considerable interest to many
Forbes readers. You can contrast their two views as Porter’s taking a more deliberate strategy
approach while Mintzberg’s emphasize emergent strategy. Both are still taught, in fact, I taught
Porter’s 3 Generic Strategies and his 5 Forces Model not two weeks ago in an undergraduate
strategy course at McGill. Which is most useful today?
The world of deliberate strategy is one that I remember well from my days as a corporate
manager at IBM and then as an executive teacher at Oxford and LBS. It was a world of strategy
planning weekends at posh hotels in the English countryside, where we sat in rooms discussing
the 5 Forces in our particular industry and what would we change in the model if we had a
fairy\'s magic wand. The output was 3 ring binders in North America and 2 ring binders in
Europe. This worked well in its day, back in the 80s and part of the 90s, wonderful times now
looking back on it, when the past was quite helpful in predicting the future. However, the nature
of the world today no longer lends itself, by in large, to this type of strategy.
Emergent strategy is the view that strategy emerges over time as intentions collide with and
accommodate a changing reality. Emergent strategy is a set of actions, or behavior, consistent
over time, \"a realized pattern [that] was not expressly intended\" in the original planning of
strategy. Emergent strategy implies that an organization is learning what works in practice.
Given today’s world, I think emergent strategy is on the upswing. Here’s why.
But first, in the interest of transparency, I have worked closely with Henry co-directing and co-
teaching on Leadership Programs at McGill, where we are both on the faculty, for more than a
decade. In fact, many times, I have presented key parts of Porter’s ideas on strategy for a couple
of hours and then Henry presents his ideas as a contrast to Michael’s. We started doing this tag
team effort about 11 years ag.
Freedom Freguesia - Apartamentos de 2, 3 e 4 quartos na Freguesia. Apartamentos tipo com área privativa entre 74 e 107m²; coberturas duplex com área entre 157 e 217m², possui 1 suíte e ampla varanda, porcelanato em todos os cômodos e previsão para split; com 1 vaga de garagem. Infraestrutura de lazer completa e total segurança. Localizado em rua tranquila, próximo de todos os serviços da região. Antecipe-se ao lançamento!
Endereço: Estrada do Guanumbi, 630 Bairro:Freguesia – Nº de quartos:2, 3 e 4 quartos - Área:74 - 107m²; 157 - 217m² - Vagas garagem:1 vag - Realizadores:Calçada - Status da obra:Lançamentos
Hidromassagem, Sauna a Vapor, Solarium, Deck Molhado, Piscina Infantil, Espaço Gourmet, Quadra Esportiva, Fitness, Forno de Pizza, Churrasqueira, Salão de Festas, Brinquedoteca, Piscina Adulto, Spa, Sauna Seca, Cinema, Sala de Repouso, Playground, Espaço Teen, Praça, Acesso, Fitness Externo, Home Office
Não vá ao stand sem antes nos ligar, desde já agradecemos sua preferência
LIGUE AGORA PARA O CORRETOR PARA MAIORES INFORMAÇÕES
TEL : (21) 3091-0191 - 8372-3822
Luciano Batista – consultor imobiliário
websaite: www.lucianobatista.meubox.com.br
Agency of the future - beginning the transformation journey42medien
There is a need for some agencies to re-frame the way they look at their need to evolve. Instead of the default thinking being "we need to implement X technology, hire/fire Y person or merge Z departments" they should start asking, "what is really defining the problem space we are now in and what will be the major factors of change moving forward". Only from this point, can a relevant and grounded future be established.
Assume you are the new CEO of the Delta Phi Corporation. When the Bo.pdfeyeonsecuritysystems
Assume you are the new CEO of the Delta Phi Corporation. When the Board of Directors
appointed you CEO, they indicated that a strategy for the next decade should be developed. In
your discussion post, indicate (based on the readings, not just personal opinion) how you would
think about the task of formulating a strategy for the company looking at the decade ahead.
Special attention should be given to how the different views of strategy by Porter and Mintzberg
would influence your approach.LIST ALL REFERENCES
There are two people, and only two, whose ideas must be taught to every MBA in the world:
Michael Porter and Henry Mintzberg. This was true more than 25 years ago, when I did my
MBA at USC. These are two academics who have had real impact for a long time. Part of their
success, beyond having big relevant ideas, is due to their clear and concise writing skills (There
is certainly a lesson in there for many of us business school academics).
Both have been very influential in the study of strategy, an area of considerable interest to many
Forbes readers. You can contrast their two views as Porter’s taking a more deliberate strategy
approach while Mintzberg’s emphasize emergent strategy. Both are still taught, in fact, I taught
Porter’s 3 Generic Strategies and his 5 Forces Model not two weeks ago in an undergraduate
strategy course at McGill. Which is most useful today?
The world of deliberate strategy is one that I remember well from my days as a corporate
manager at IBM and then as an executive teacher at Oxford and LBS. It was a world of strategy
planning weekends at posh hotels in the English countryside, where we sat in rooms discussing
the 5 Forces in our particular industry and what would we change in the model if we had a
fairy\'s magic wand. The output was 3 ring binders in North America and 2 ring binders in
Europe. This worked well in its day, back in the 80s and part of the 90s, wonderful times now
looking back on it, when the past was quite helpful in predicting the future. However, the nature
of the world today no longer lends itself, by in large, to this type of strategy.
Emergent strategy is the view that strategy emerges over time as intentions collide with and
accommodate a changing reality. Emergent strategy is a set of actions, or behavior, consistent
over time, \"a realized pattern [that] was not expressly intended\" in the original planning of
strategy. Emergent strategy implies that an organization is learning what works in practice.
Given today’s world, I think emergent strategy is on the upswing. Here’s why.
But first, in the interest of transparency, I have worked closely with Henry co-directing and co-
teaching on Leadership Programs at McGill, where we are both on the faculty, for more than a
decade. In fact, many times, I have presented key parts of Porter’s ideas on strategy for a couple
of hours and then Henry presents his ideas as a contrast to Michael’s. We started doing this tag
team effort about 11 years ag.
I had the pleasure of interviewing one of the noted experts in the Lean Community, Dan Jones. This is a transcription of our podcast, The Future of Lean with Dan Jones. We spent a fair amount of time discussing Lean outside the four walls of the enterprise and how Lean interacts with the customer.
[Webinar recording] how to use covid 19 to jumpstart innovation in your busin...Bradley Pallister
Clare: Hello everybody, good afternoon and thank you so much for joining us today. We’re going to be talking about how to use COVID -19 to jumpstart innovation in your business. my name is Clare Forestier, I’m an independent host and emcee and I’m really excited actually to be moderating today’s session for innovative product development and design services company. We’ve got really fascinating presentations and conversations coming up in the next hour. Obviously you’re going to be commenting in the chat about the things that you hear and the things that you’ve got to say around the subject and but there are about 700 of you joining us today, so if you have got an actual question that you would like me to specifically put to the speakers, please put it in the Q&A section. Actually, if you see someone’s already asked the same question just I think you can just Mark with a tick, I think um which ones that you know if I was one you were going to ask and then I can see which ones are really popular and make sure that we definitely get to those. So, we are going to get started pretty quickly. Lots to get through we’re going to be hearing first of all from Mark Wardell. So, Mark has developed quite a reputation as a leader in business advisory. He’s president of Wardell International and he’s had some really amazing success in helping entrepreneurs grow super impressive businesses. He’s going to share some of the secrets that he’s already shared actually in his seven published books. He’s also a regular speaker at high-level events and to the media. So, we’ve got a real coup in actually getting him here today. So, I am going to ask you to start please Mark.
Read more at: https://innovolo.co.uk/webinar-recording-how-to-use-covid-19-to-jumpstart-innovation-in-your-business
Removing Uncertainty in your Decision MakingBusiness901
I had great pleasure having Eli Schragenheim on the Business901 Podcast. Eli has been part of the Theory of Constraints movement practically from the beginning. He started working with Dr. Goldratt as a programmer to program a game for adults that would teach them how to think over 25 years ago. During the podcast we dove into the subject of Uncertainty! A great discussion, that affects our everyday life and how it relates to forecasting and even our intuition.
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One of our most advanced training programs with >270 videos, is where we help a major Latin American Bank determine if they should enter the highly competitive US retail banking sector.
We asked the partner leading this study, Michael, to document each day of the study as he thought through the issues, managed the client and led the engagement team on this complex assignment.
The subsequent live-blog was one of the most popular programs we ever released. The posts were prepared at the end of each day of the study so you can see how the thinking on the study evolved. We have since re-edited the live blog.
At 600 pages long, the re-edited live blog is probably the most detailed guide anywhere demonstrating how a partner thinks on a study. You will see that it is not a linear process. It is not a function of simply finding and plugging in a framework. Though there is a clear logic to the thought process.
On StrategyJournal.com we are publishing the entire re-edited live-blog.
On the Strategy Skills podcast channel, we will publish an accompanying free podcast series.
Insiders, our most loyal clients, who want to see how we conducted the analyses, the actual engagement slides and follow the training to replicate this type of partner-level thinking can view all ~270 detailed videos at StrategyTraining.com and Premium members can view the videos on StrategyTV.com.
Rue La La, a leading force in the evolution of online/mobile commerce, is also pushing the bounds of People practices, starting with the Why. This deck was recently personally rolled out to all Rue La La Associates. We hope you dig it.
Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He details numerous process improvement efforts utilizing right-brain dominant-skills in this transcription of the Business901 podcast, Are right brain thinkers better leaders?
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
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Planning with Scenarios
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
Planning with Scenarios
Guest was George Wright
Sponsored by
Related Podcast:
Scenario Thinking the Next Big Thing
2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
Transcription of Podcast
Joe Dager: Welcome everyone. This is Joe Dager, the host of
the Business901 podcast. With me, today is George
Wright. He is a professor of management at the
University of Durham Business School located in the
UK. George has consulted and provided management
development programs on scenario thinking with
organizations and governments. His latest work is
“Scenario Thinking: Practical Approaches to the
Future,” George, I would like to welcome you and could
you start out by updating me on what you’re doing and
then going into what scenario thinking is?
George Wright: Joe, I am an academic and, also, work as a
consultant looking into the
future. My current project
is with the United Kingdom
Department of Health,
that’s a government health
service in the UK. What
we’re trying to do is to
work out the number of
doctors and dentists and
their specialisms that will
be needed in thirty years’
time. Actually, sixteen to
thirty years, is the training
period for doctors. About
16 years to train in
specialty and, therefore, if
you think 30 years ahead,
you have to think what the requirements will be. The
UK people are getting older, becoming a bit more grey
3. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
haired and they are also becoming internet savvy. You
can imagine, perhaps that one of the things we can
predetermine about the future is that is the older
population, the bigger proportion is the older age men,
we’ll know more about what’s available in treatments
across the world. They’ll know more and want more.
Potentially they add some risk to the health service and
also uncertainties about the degree of specializations
that will be needed to care for the health in the UK
population in 30 years’ time.
Joe: How does this apply in scenario thinking? Maybe, start
with what is scenario thinking?
George: Well, a description maybe just making best guesses on
how things might be. There are all of these trends or
things like the proportion of people in the older age will
be larger in the UK, and that’s probably true in the US.
With these futures, using people for instance will live
longer. What we don’t know is a view of the health
professionals in the UK where people will live longer.
Will it be a longer period of old age with diseases of old
age or where people will live longer and have a shorter
period just before they die when they get ill? That is a
major uncertainty. If people have, many years of ill
health and those years of ill health become longer as
people live longer that’s an uncertainty. Or, whether
people will still live longer but have a shorter period of
ill health. You have to provide a plan for health service
for instance the range of futures that might be out
there. We need to be ready for what the future holds
and at the moment, of course, we’re not sure what’s
going to happen as we approach 30 years. However we
need to know the of course the training for doctors that
needs to take place now rather than later.
4. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
Joe: Scenario thinking is a method of handling uncertainty
or way of forecasting?
George: Well, it is not a way of forecasting. It is more of a way
of creating alternative futures each in which it seems
plausible. People will live longer and be ill longer, or
people will live longer and be ill for a short period of
time. Then try to work out a strategy for a health
service that will work well, no matter which of these
uncertain futures actually unfold. With scenario
planning, what we’re trying to do is create a strategy
that works well against a range of futures. One
scenario that I was involved with looked at a way that
the world trading patterns might emerge over the next
10 to 15 years. Over the next 10 to 15 years, certain
countries will trade with other countries. Those will
change and this organization was interested in the way,
trying to think about scenarios about the way world
trade would take place and that the trade that would be
part of that. Once having considered the range of
futures that might be out there, trying to work out
where the hubs of these container business, that’s with
containers on the back of ships on the back of barges
across the world where these hubs are located such as
they are robust against an arrange of futures. That’s
the idea. You are trying to create a strategy that works
well, no matter what.
Joe: When we are looking at different alternatives to the
future, we paint the picture with scenarios.
George: Yes, the scenarios are descriptions of the future often
constructed by management teams. They usually rough
out about four scenarios of the future. They are all
qualitative. Their absolutely, pictures of the way the
5. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
future might be. They are casually linked components
in the scenarios. For instance, we are not planning
scenario for Martians landing from outer space with ray
guns and shooting us. The scenario tends to be many
more logical steps from now into the future may be 10,
15, 20, 30 years. Hence, the scenarios are portal pen
pictures of the future that are plausible to the people
who constructed them. People say, “I can see this
series of events starting to happen.” You can go out in
that way like dominos swarming in one direction or you
can go out in a different way. If they are all plausible
futures, than they are futures we need to be concerned
with, without occurring major investments. Scenario
thinking is an approach that first started out with
capture intensive industries like the airlines, the oil
industry where major investment has to be made now.
It has to work well against a range of futures. That’s
the scenario approach, getting these robust decisions
that work well no matter what.
Joe: When done correctly you’re actually building a path,
and you can see the path developing and heading
towards maybe a certain scenario.
George: If you’ve done this scenario thinking and thought about
a different range of futures that you say with a path
leading to each of our futures. You become sensitive to
the early indicators that a particular future is starting to
unfold. So for instance if you, say just spotted a new
car, say a BMW with three series might be, and you
thought of about buying that car, you would be
sensitive to different styles of that car on the road,
different levels of kits and different wheels, different
types of paint work etc. Let’s just say with that
scenario you want to construct scenario and thought
6. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
about it. You’re sensitive to the early, I called, trigger
event in the scenarios starting to happen. So if you
thought about the scenario you become sort of ready
early to anticipate a future that maybe favorable or
unfavorable say to your business.
Joe: Is scenario thinking just for high-level strategic thinking
or can these principles be scaled down for other types
of decision making?
George: It can be useful in small, medium size enterprises. I
would say the input for all of these came from a large
organization with big capital intensive investments that
were to be made or not made. So, they were more
sensitive I’d say to thinking about the future early on
maybe 10-20 years ago when these all started. It’s also
like a big super tanker, once you start to have the
supertanker in motion heading in a direction, it is very
difficult to change directions. In the airline or the oil
business it’s similar that once you make an investment,
it’s very difficult to downscale it in the future. Most of
the input comes from large scale organizations. That’s
where the activity was, for instance, in the Shell
organization, in the early seventies. It started there in
a big way. The methods and techniques are applicable
to small organizations. Of course, smaller organizations
may be more agile and more able to change what they
do. Whereas, larger organization would get stuck, they
get stuck in success formulas. They become more
mechanized in what they do. It’s very, very difficult to
change a large organization and once the organization.
The fortune Global 500 companies, only 50% last
longer than 15 years. Larger organizations once they
are large, often fail because they can’t understand the
way the world has changed and they haven’t.
7. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
Joe: In your book, you talk about two different types of
ways to work with scenarios. Could you provide a brief
overview of what the basic method is?
George: The basic method is a step-by-step method for what
I’ve just said. If we look at what we think is uncertain
about a future and the uncertainties that would have an
impact on the issue of concerned. This is often the
viability of the organization and also what’s more
certain about the future say things like demographics
are fairly sure what’s going to happen is the future. The
scenario method uses a team of people to think about
what’s uncertain about future or what’s more
predetermined or in the pipeline about future. The
method takes these uncertainties and predetermined
elements and constructs these end pictures of casual
unfolding futures. So, these are a step by step method
for actually achieving the futures, these plausible
futures and what this is being done. The next step is to
evaluate current strategies of the organization or
potential future strategies and see how well, they do,
to see how robust they are against these ranges
plausible futures. That’s the basic method; it’s called
the intuitive logic method, that’s the technical term for
it.
Joe: So the other type is the augmented method and how
does that differ from the basic and maybe when would
I use the one over the other.
George: The augmented method which is also called backwards
logic. This is the technical term for a method of
constructing extreme scenarios. The backwards logic
method looks at what’s backwards from a range of
more extreme futures. So, with that method, what we
8. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
do is look at extreme but still plausible changes in an
organization’s objectives. Say maybe profitability or
market share or think about what would cause those
changes. We’re working back from extreme changes,
and we’re looking at potential causes of those changes.
That’s called backward logic, working backwards from a
range of futures at the extreme and working backwards
to the current point in time. The backwards logic
method tends to produce much more extreme
scenarios, different scenarios and the basic in theology
logic’s methods I described earlier and often, it’s a way
of getting an organization to think of it more broadly
than it normally would. An organization's often with
backwards logic method can, actually galvanized an
organization to prepare against a range of extreme
negative or extreme positive future.
Joe: Should I use both or will one dictate, depending upon
what I am looking for in this planning? Is there a way
to determine which one I should use?
George: The backwards logic method is a new method. People
are arguing, in fact, it is a better method than the basic
intuitive logic method that came from Shell. The basic
method I talked about which is less extreme came from
Shell Organization, I'd say in 1970s. The backwards
logic methods with these more extreme scenarios is,
argues with more threatening ways that are confronting
managers with the range of alternative future. It is
plausible on changes on achievements or non-
achievements as the organization's objectives.
Depending on what the organizations wants to take
head on; a negative future and a positive future and
start to think about them and think about the impact of
the organization, or whether the organization perhaps
9. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
doesn't want to be, just take that sort of threat head
on. The backwards logic method is more or a second
step method for an organization that is already, worked
with scenarios because they can be a lot more
threatening than scenarios I mentioned.
Joe: When we're doing this, we're always developing on
multiple scenarios. We are not ever saying this is the
future; we are putting multiple paths out there so we
can recognize what is happening as we move towards
it?
George: If you look at the best guesses that people make for
instance at the end of 2007 in Business Week. They did
a survey of all the economist in the USA and their
predictions to the plight of the economy in the USA in
2008. Thirty two professional forecasters, economists
were making this forecast only two predicted the
recession. The best guesses about the future even from
professionals who we’d expect to good at this can be
wrong. The scenarios then except that people tend to
be often over confident about the way the future might
unfold, especially in the longer term. So that’s really
what it’s about. It’s trying to overcome overconfidence
and in managers to expect that the future will resemble
the past, when in fact, sometimes it doesn’t.
Joe: Why would I want to go through this whole process, if
it’s so likely that I’m going to be right or wrong
anyway.
George: Well, I think the key is, it’s a way of enhancing or
facilitating a strategic conversation as it’s called within
the top management team. So if you’re a top
management team, you would bring in some of the
10. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
work in scenario over a maybe a two or three day
period, you start thinking about what the uncertainties
and what you see is predetermined about the future,
you create a range of futures and you evaluate current
investments and potential investments against the
futures and you get a conversation going about the
future. Often in the organizations, there really isn’t a
conversation. This is your best guess future and people
don’t often talk about it are being in strategy meeting
in organizations where there has been a coffee break.
As soon as the coffee break happens even though the
whole day is about strategic thinking maybe, people
are in their mobile phones, checking if production lines
are running. People are more concerned in the day to
day, than, you know the future. Scenario thinking is a
way of getting an organization, especially the top team
to think more about the way the future might be. So
trying to prepare for the future and evaluate the
organizations preparedness for the future.
Joe: I think about the black swan theory. That is something
that you can never plan for or, is it?
George: Well, in the anti-fragile approach, and this is an
approach we are now also developing as a compliment
really to scenarios, anything could happen. Everything
is sort of in deterministic. Of course that’s a
contradiction in some ways to a scenario thinking which
is thinking focus on cause. The anti-fragile approach is
interesting. We are just starting to think about it in my
group for the moment. The idea is that you can position
an organization such that the downside is nil. There is
not very much down side. But, the upside is potentially
very large. Use the analogy of someone that has 100%
funds invested. You could invest 90% in safe funds and
11. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
10% in funds that could do really well. If things go
badly you’re only losing the 10%. The idea is that you
position the organization such that the downside is nil
and the upside is unbounded no matter what the future
might hold.
Let me give you an academic example for instance
then. Just imagine an academic, who is a young
academic, whose, been working in the university. That
academic has a chance for a year to go work
somewhere else, a much better university. Where there
are very prestigious professors and very strong search
going on. Potentially, there are sort of networks that
could be very useful for that junior professor. In terms
of the positioning then, the downside is a year of
inconvenience, a year away maybe from the
hometown. But the upside is potentially very
enormous, in terms of working with these more senior
types. These people are more imminent on the
academics field. So, by making that decision, the
downside is clear. It is a year of inconvenience but the
upside is tremendously high.
Without trying to predict what may happen in the
future years, this sabbatical of a year away from the
base university, you can see that the position is a good
one. That’s the essence of the anti-fragile approach.
You can put yourself in positions that if things go bad,
then it goes that bad. But if things go well, they could
go really well.
Joe: I can bring my executive team in and we can have this
big strategic thinking session. We can bring a facilitator
in and take us through all this. It seems to me it would
be very difficult to bring customers into this fold to
12. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
think about 5, 10, 20 years in the future with me to
help me out. Is it really plausible to include them in this
type of thinking?
George: Yes. The key about of getting a team together to think
about the future, it doesn’t have to be from a single
organization. It can be from you know multiple
organizations or as it’s called multiagency. We evolve a
range of different people with very different
perspectives on the way the future might be.
Customers can be perhaps useful but maybe not when
we are thinking 40 years. Let me just give you an
example. Say if you’re in the lawn mower business,
you’ve got machines that cut grass and that’s the thing
we do, that’s your industry. We can make them more
efficient and develop new models of grass cutting
machinery. We can imagine talking with customers
about that business and they would have various views
about what they like; machines that are easy to
maintain, machines that could withstand the rainy
weather that don’t rust and don’t degrade, etcetera.
That will give you one perspective. But for scenario
thinking, you tend to think about what will happen?
What will the current customers, what will they be
doing? What would they desire, what would they
probably use be in 30 years’ time? Maybe that all
people living in condominium or flats. People putting
more deckings outside their homes. Maybe technology
has changing such as grass doesn’t grow. It just stays
green and stays short for instance. Let’s say the more
you think about you know the technological drivers of
the future, the social drivers, the more you can
understand whether it’s good at this point. It’s still in
the lawn mower or the grass cutting business.
13. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
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Customers provide one perspective, but there are many
other perspectives when you’re thinking more long
term about the future.
Joe: You have some great resources on the web and where
can people find the book and those resources?
George: The best management book I think is the book
“Scenario Thinking” by myself, George Wright, and my
co-author in Australia, George Cairns and that’s
published by publisher called Palgrave. It’s available on
Amazon etcetera and also in Kindle and this book came
out in 2011. There is another book called The “Sixth
Sense” which is published by Wiley and I’m a co-author
on it, and another co-author is Kees van der Heijden, a
Dutchman that used to be the head of internal planning
and/or consultancy at Shell organization. So, these are
I think, two, quite good books that are written for
managers on what scenarios thinking is and also how
to do it.
Joe: What’s the difference between the two books?
George: The Sixth Sense book is from 2002, that’s much more
of the Shell method. 2011 book that’s the Scenario
Thinking is 2011, and it’s got this backwards logic
approach to it. It’s got a more up-to-date, and the
augmenting methods of building scenarios.
Joe: I do want to mention that it’s not this theory 20,000
foot level book. It’s a practical step by step guide. I
thought you did an excellent job.
George: Well, thank you. That was the intention to
communicate the academic and consultancy type
knowledge in a form that’s accessible and more people
14. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
could do this.
Joe: What is the alternative to scenario thinking? Are there
other methods out there that can be used?
George: Well, a major method, I think in making decisions in
the face of uncertainties are decision analyses where
people make judgments and probabilities of future
events and look at the pay offs and the roll back based
on expected value for instance. So in US, especially
decision analysis is quite a big thing. Decision Analysis
sets goals, numerical probabilities and net present
value etcetera. It is acceptable to some, but senior
managers, especially in Europe they are more
qualitative, and scenario thinking is a different way. It’s
more than trying to maximize decisions or manage
decisions. You’re trying to alternatively create a robust
decision. That works well across a range of different
plausible futures.
Joe: What is the best way for someone to contact you?
George: The easiest way is just to email me. The email address
is in the back cover of the book, “Scenario Thinking.”
I’m available on george.n.wright@outlook.com
Joe: I would like to thank you very much George. I would
like to thank you, and this podcast will be available on
the Business901 blog site and also the Business901
ITunes store. So, thanks again.
George: Thank you Joe.
15. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Scenario Thinking the Next Big Thing
Copyright Business901
Joseph T. Dager
Business901
Phone: 260-918-0438
Skype: Biz901
Fax: 260-818-2022
Email: jtdager@business901.com
Website: http://www.business901.com
Twitter: @business901
Joe Dager is president of Business901, a firm specializing in
bringing the continuous improvement process to the sales and
marketing arena. He takes his process thinking of over thirty
years in marketing within a wide variety of industries and applies
it through Lean Marketing and Lean Service Design.
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