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Tools A YTL Writable Project Slides Part One.pptx
- 1. Executive Masters ofBusiness Administration Future Ready Business Leadership YTL Writable Tool Kit Slides for Project Work Through 1
- 2. 2 Slide 3 Instructionsof what to do . Do only those shaded in yellow. Slide 4 EMBA Project Infographics for whole program project . For reference Slide 5 -22 Complete the relevant slides. Those labelled as reference is for reference. Note Use the handouts given in the workshop and on the chat as guides , not forgetting your manual notes These writable templates constitute the whole set of templates for your project Submit your worksheets –once you have confirmed your project with your immediate superior , with clearly defined SMART Goal with time timeline I will also up load the Business Model Canvass and Value Proposition Canvass e- book
- 3. 3 Action Tools/Template/Canvass Output/Outcome INTERNAL CAPABILITY MEETING EXTERNAL OPPORTUNITY 1. Visualize your Business as a System by framing the Business Model canvass STDF See Think Do Feel 2.Scann the Internal External Environment PESTLE SOAR. CHIPS . SWOT PPCB Assessment / DFV Assessment –Choose one PESTLE SOAR. CHIPS . SWOT 3. From the PESTLE,SOAR CHIPS & PPCB or DFV Assessment, Identify 3-5 Issues, opportunities or Ideas as basis for Improvement Projects . Plot these projects on the Impact Effort Matrix Initial projects or Issues-Effort Impact Matrix 4. Plot projects on Effort Impact Matrix & select one influenceable project & convert it into a project goal that meets the SMART Criteria Project Goal: 5. Anchoring the Project with the 4 D Strategic Framework i.e. Drawing Force , Driving Force , Defining Force & Delivering Force Drawing Driving Defining Delivering 6. Transfers the 4 D onto the SBAP –Strategic Business Action Plan template & then come up with tactical strategies & action plans to support the KSF –Key Success Factors 7. Align & Place the selected project earlier into the SBAP in the relevant KSF to contextualize your project in the context of your SBAP .. SBAP is a OVERALL MASTER PLAN , SIAP is a detailed EXECUTION PLAN Supporting & Reference slides generate ideas F V D EDIPT 4 D Strategic Framework SIAP SBAP Conceptual Strategic Tactical Operatio nal SCAMPER INSTRUCTIONS
- 4. 4 Strategic Findings - Trends,Taste, Times, Themes , Issues Initial projects or Issues- Effort Impact Matrix S W O T PPCB DFV SIAP VPC Value Prop. Canvass STDF SCAMPER FIESTA 4 D Strategic Framework BMC SBAP V. PROP. CANVASS PERSONAL BUS. MODEL . CANVASS BUS. MOD. CANVASS Value Optimization Matrix TEMPLES SWOT S EFFORT:IMPACT MAT. SOAR & CHIPS Drawing Driving Defining Delivering Force Strategy canvass E D I P T REQUEST CAP DRB SLF
- 5. 5 P E ST E L M P Politics E Economy S Social T Technology E Environment L Laws/Legal M Markets
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- 7. 7 S.O.A.R Scenarios: Possible futuresituations or scenarios of external forces , changes, trends , patterns and influencing forces that may affect a business organization internally and externally Strengths: The core competencies, resources, and qualities that give an organization its unique advantage that can be leveraged on to achieve even greater success. Opportunities: External possibilities or areas for growth that can be leveraged to expand the organization’s impact. Opportunities in Appreciative Inquiry are viewed as pathways for positive change and innovation, enabling the organization to connect its strengths to emerging trends and needs. Aspirations: The ideal vision of what the organization wants to become, focusing on its highest potential. Aspirations serve as a guiding star, helping teams align their strengths and opportunities with a shared, positive vision for the future. Results: The measurable outcomes or achievements that reflect progress toward the organization’s aspirations. In Appreciative Inquiry, results emphasize the positive impact of actions taken, encouraging continuous improvement and celebrating successes as they move closer to their vision. For Reference
- 8. SWOT 8 STRENGTHS Done under SOAR WEAKNESSES OPPORTUNITIES Doneunder SOAR THREATS For Reference
- 9. 9 STRENGTHS WEAKNESSES OPPORTUNITIES Done underSOAR THREATS SWOT For Reference
- 10. 10 10 1010 10 10 10 10 10 10 10 10 10 10 10 10 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 KPI Alignment Creative Difference Empowerment High Performance Culture Process Thinking Continuous Improvement Total Quality Cross Functional Integration Customer Focus Service Standards Customer Sat. Index Competitiveness Cash Flow Strategy Translation Brand & Concept Business Performance 2 7 3 9 10 11 13 14 1 2 5 6 8 12 15 16 PEOPLE PROCESS CUSTOMER BUSINESS ORGANIZATIONAL BUSINESS IMPROVEMENT HEALTH CHECK 10
- 11. 11 Business Success Factors– Asian Business Consulting DFV 1 Our Business Model can withstand the current business challenges to maintain or increase our revenue streams in the current business environment (Business Resilience) Viability V1 2 We are able create new value through continuous Innovative thinking in all our agendas, interactions and conversations (New Value Creation) Desirability D1 3 We constantly challenge assumptions on our thinking, processes and practices using a structured methodology to prepare ourselves for changes, scenarios and opportunities ahead (Challenging Assumptions ) ) Feasibility F1 4 A formal mechanism is used by everyone in the company to contribute valuable ideas to the Innovation pipeline at all levels (Creative Pipeline) Desirability D2 5 We are resilient to upturns and downturns in the market and can bounce back with enough reserves to take us through beyond a year (Business Sustainability) Viability V2 6 We consistently provide unique & unmatched user experience to our customers and users in line with our Brand Promise ( User Experience) Desirability D3 7 We are highly sought after because we continuously design products, services and solutions to accurately to meet the functional, emotional , aesthetic, social and transformation user needs in getting their job done( Job To Be Done) Desirability D4 8 We use structured and strategic tools to review , revise, update and redesign our Business Model(s) to stay relevant to stay ahead (Business Model Innovation) Viability V3 9 All ( Departments, Divisions, SBU’s) participate actively across the value chain to synchronize, align , integrate & link Business initiatives for exceptional QCDS – Quality , Cost Optimization, Delivery and Service (Synergistic Collaboration) Feasibility F2 10 Management actively seeks every opportunity to learn new tools and techniques to support new value creation & innovation initiatives and agendas to survive and stay ahead of the game (Learning Agility) Viability V4 11 We are able to reconcile risk , effort, rewards & opportunities to ensure feasible execution (Risk and Execution ) Feasibility F3 12 We have a clear, single and focused Business Concept that permeates the hearts & minds of our people that is demonstrated in all our relationships, branding, engagements and messaging (Business Concept) Desirability D5 13 We readily adopt the right new available technology to leverage operations and delivery (Technology Leverage) Feasibility F4 14 We have the leadership competencies , mindsets, processes and skills to translate our strategic intentions into action ( Competencies & Capabilities) Feasibility F5 15 We make impressive profits (or margins )according to our Industry standards ( Margins ) Viability V5 For Reference For Reference
- 12. 12 10 10 1010 10 10 10 10 10 10 10 10 10 10 10 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 7 7 7 7 7 7 7 7 7 7 7 7 7 7 7 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 New Value Creation Creative Pipeline User Experience Job To Be Done Business Concept Challenging Assumptions Synergistic Collaboration Risk and Execution Technology Leverage Competencies and Capabilities Business Resilience Business Sustainability Business Model Innovation Learning Agility Margins and Profit 2 4 6 7 12 3 9 11 13 14 1 5 8 10 15 DESIRABILITY FEASIBILITY VIABILITY ORGANIZATIONAL BUSINESS IMPROVEMENT HEALTH CHECK
- 13. Pillars for Business Strategy 13 10 1010 9 9 9 8 8 8 7 7 7 6 6 6 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 D F V For Reference For Reference
- 14. 14 LOW MEDIUM HIGH EFFORT ImpactEffort Matrix Prioritization Matrix Time, Effort ,,Resources, Money ( T.E.R.M ) Impact – On People, Process, Business Customer IMPACT LOW MEDIUM HIGH
- 15. 15 Business Operating Model(Business Model Canvass): Sketching your current Business Model to understand how your business works Strategic • What is the Big Idea or Big Concept behind your Business ( Business Concept) • What is your Business Recipe /Ingredients of Success /Key Factors Of Success in terms of People( Expertise, Skills, Work Culture & Leadership ) • Process ( What Processes need to be in place ) • Customer ( What Customer elements /factors is required ) • Business ( What Business factors/drivers to build , grow and scale the Business)) • What 3.KEY ACTIVITIES or Key Success Activities you need to have to deliver the 2.VALUE PROPOSITION: What are you currently offering to the customer in terms of : Functional, Ideological , Emotional, Social, Transformational, Aesthetic ( F.I.E.S.T.A ) 9. REVENUE STREAMS: What are your current or future revenue streams Design • What your customers want /want more that they LOVE to have • What is it they don’t like or don’t want or find it LOUSY about your current products, services or offering • What Customers are trying to accomplish by using your product or service • What Outcomes or Job(s) they want to get done when using your product or solution ( Job To Be Done ); in terms of : Functional, Ideological , Emotional, Social, Transformational, Aesthetic ( F.I.E.S.T.A ) • Who are your 1. CUSTOMER SEGMENTS or target customer groups. • 7.CUSTOMER RELATIONSHIPS: How you manage your current relationships with your Customer Creative • Generate ideas on how to fulfill what they want more, or how to overcome the dislikes or how to help them get their Job done better • Use What If /how Might We ( HMW )…….e.g. solve ……( what they dislike ) etc. • Think out of the Box Brainstorming • What to Substitute, Combine, Adapt, Modify, Put to other use, Eliminate , Rearrange • Ideas & solutions for 2A.Functional , Ideology, Emotional, Social, Transformational , Aesthetics to meet Needs ( Job To Be Done ) in the VALUE PROPOSITION or PROMISE to the USER (USER EXPERIENCE –UX ) Critical • Analyze , Evaluate & Draw Conclusions • Check for Clarity , Accuracy, Precision, Details( Depth ) , Relevance, Breadth ( who say , how many say , pattern ) of the ideas and solutions ,in making decision • Also, the Significance ( of what they say ) , Logic ( Does it make sense) , Is it Fair • 8.COST STRUCTURE : Analyze what are main cost components for pricing or costing Systems • Who are you working with or can you work with in future – Alliances, Suppliers, Endorsements, Licenses, Certifications, Approving & Regulatory Bodies etc. • What patents, copyright, recipe, methods, proprietary ingredients do you have • 4.KEY RESOURCES you have • 5.KEY PARTNERS you work with or can work with • 6.CHANNELS: What are your Channels to reach your customers For Reference
- 16. 5.Key Partners 3.KeyActivities 2.Value Proposition 7.Customer Relationships 1.Customer Segments 2.A 4.Key Resources 6.Channels 8.Cost Structure 9.Revenue Streams TE MP LES TE MP LES INTERNAL Strategic Framework CRT DT System EXTERNAL EXTERNAL
- 17. 17 Steps to ConstructingA Value Proposition Canvass
- 18. Value Proposition CustomerSegment
- 19. 19 F - FUNCTIONAL I- IDEA E - EMOTIONAL A - AESTHETICS S - SOCIAL T - TRANSFORMATIONAL EMPATHY DEFINE ID E A T E PROTOTYPE TEST VALUE PROPOSITION CUSTOMER :USER .SEGMENT .GROUP.AUDIENCE VALUE PROPOSITION CANVASS ACHIEVING FIT S C A M P E R DESIGN THINKING How Might We, Random Word What If , Why Not For Reference For Reference
- 20. 20 F.I.E.S.T.A. Value Dimensions F- FUNCTIONAL I - IDEA E - EMOTIONAL S - SOCIAL T - TRANSFORMATIONAL A - AESTHETIC For Reference
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- 22. 22 Improvement principle Questions to askAction to take – what and how S – Substitute What can you substitute in your work. Can you substitute methods, materials, manpower, machines, equipment, process, technique, resources, forms, stationery, communication methods, formats? technology C –Combine Combine activities, meetings, reports, decision points, tasks, approvals, A – Adapt /Adopt Can you adopt a method from another industry, format, technology, technique, process, procedure, standard, standardize etc. M – Modify Can you modify your process, system, simplify, cut down steps, layout, checks, simplify forms, reports, worksheets, sequence P – Put to Another Use Can the machine, method, software, material, space, manpower, resources be put to other use. E – Eliminate Delays, Duplications, bottlenecks, errors, complaints, unnecessary steps, unnecessary movement, processing, wastage, misunderstandings, filing, extra copies, reports, unnecessary, wait time checks, inspections, reviews. copies. signatures, backlogs R – Rearrange Schedules, meetings, events, work space, storage, filing, seating, document flow, cabinets, layout SCAMPER For Reference For Reference
- 23. 23 Heart of a Businessis the JTBD based on Defining Force DRAWING Force DRIVING Force DEFINING Force PEOPLE PROCESS CUSTOMER BUSINESS STRATEGIC BUSINESS MODEL INNOVATION DELIVERING FORCE B P C P For Reference
- 24. 24 1.Drawing Force 2.Driving Force 3.DefiningForce 4.Delivering Force 4 D of Strategic Framework FRAMEWORK before WORK
- 25. 25 Company Vision Mission Create TodayEnrich Tomorrow Drawing Force (Business Concept-The Big Idea) Driving Force ( Core Capability) Defining Force ( Core Value Proposition) Delivering Force (Key Success Factors) BUSINESS CUSTOMER PROCESS PEOPLE …..
- 26. Mission / Winning Aspiration Defining Force Success Measures/KPI KeySuccess Factors- PPCB Delivering Force Tactical Strategies Action Plans ( Who, When) BUSINESS BUSINESS CUSTOMER ER A Key Template
- 27. Mission / Winning Aspiration Defining Force Success Measures/KPI KeySuccess Factors- PPCB Delivering Force Tactical Strategies Action Plans ( Who, When) Process Process People People
- 28. HIGH MED LOW Assessing your Comparativeand Competitive Value Proposition
- 29. Reliability Expertise QualityUser Experience Empathy Service Support Timeliness R E Q U E S T 10 9 8 7 6 5 4 3 2 1 Service Offering Canvass
- 30. Don’t do DoMore Do Less Do New 30
- 31. 5 D Process 31 S.I.A.P. – Strategic Initiative Action Planning SOAR CHIPS Issues - Problem/ Opportunity ( PROJECT) Goal / Objective OBJECTIVE Impact ( Negative / Positive ) Causes/ Barriers Ideate Select IMPROVEMENT ACTIONS based on agreed Criteria Who When OWN-ERSHIP Actual Result % of Achievement Based on set Goal/Objective OUTPUT / OUTCOME Next or Future Action Problem Solving , Improvement & Innovation Template
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- 33. PROCESS CUSTOMER Finding NewPartners Strategic Alliances Associations Networking Leverage Co- Branding Quality Timeliness Yield Efficiency Capacity Utilization Cycle Time/Uptime Project Delivery Management Innovate New Products Time to Market Reduce Complaints Customer Engagement Customer Turnover Rate Customer Satisfaction Index. Retention. Service Enter New Markets ICSI Resource Leverage Patents/Automation Capability Leverage Technology Utilization AI/Robotics/ Digitalization Customer Profitability Score BUSINESS Online Share of Voice Page Views & Bounce Rate Customer Online Engagement .Social New Channels Conversion Rate Search Engine Rankings BUSINESS BUSINESS COST Reduce Cost . Reduce Waste . Reduce Cost of Funds Operating Expense Collections Increase Margin Optimize Investment Cash Conversion Cycle (CCC) Cashflow Increase Sales . New Revenue Streams Revenue Growth Rate Brand Equity Networking Footprint. Klout Score Share of Wallet PEOPLE- Culture , Leadership, Alignment, Teamwork Secure Ownership ESI Attrition Salary Competitiveness ROI Training Revenue Per Employee Succession Readiness EVP Remote Working Set Up Managing Performance Remotely Reduce Conflict ICSI - Cross Functional Alignment For Reference
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- 35. PERSONAL BUSINESS WORKCANVASS Who helps you (Valuable Partners- Internal & External } What do you do (Key Activities) What you offer (What is your offering/value proposition ) How you interact (Communicate & Maintain relationship) Who you help (Customer & User Groups) What is your expertise (Knowledge, Skills & Capability ) How you deliver your offering (Method & Mechanism of promoting & delivering your solutions) What inputs you use (In delivering your product, service or solution) How your offering benefit your company (Business benefit or impact you create)
- 36. Paradox Managing Leading Present Future OldNew Copy Create Tell Ask Consistency Change Learn Unlearn -Relearn Confident Vulnerable Head Heart Tough Tender Directing Supporting Content Context Law Love For Reference
- 37. 37 Analysis Synthesis Convergent Divergent CriticalCreative Facts Feelings Results Relationship Why What Plan Experiment Rational Intuition Mind Heart Predefined Redefined Content Context Science Art Internal External Push Pull Deep Wide Reactive Proactive Do Think For Reference
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- 40. 40 Value Proposition usingJob Story
- 42. 42 The Jobs ToBe Done( Job Story ) should direct and frame the Value Proposition in The Business Model
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