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The Pursuit of GrowthIs Your S&OP ‘Glocal’ Enough                             Chris Turner                             Str...
Some Structure & Thought-Provokers       Going Global –"       Everybody’s Doing It…       Cognitive Traps and       Unint...
Underneath it All"3 Fundamental Laws that have shaped the StrataBridge approach; all ofwhich are compounded by ‘going glob...
Some Structure & Thought-Provokers       Going Global –"       Everybody’s Doing It…       Cognitive Traps and       Unint...
Globalisation – How is it for you? •    Is your company pursuing a strategy of                   Yes   No      globalisati...
Globalisation - Some of the BIG DRIVERS…  •  Shifting Demographics     and Economic Dynamics                              ...
Globalisation – There is no escape…     Trading Places…                                                        Developed E...
Stable    Volatile    Predictable    Uncertain                    External Environment - Competitor, Customer, Consumer Mo...
‘glocalisation’   WT…..?	        © StrataBridge 2013
What’s in a name?                     © StrataBridge 2013
Some Structure & Thought-Provokers       Going Global –"       Everybody’s Doing It…       Cognitive Traps and       Unint...
Some of the biggest Cognitive Traps and Biases in‘Going Global’…   •  A reluctance to admit complexity                    ...
Decision-Making Domains, Leadership Responses –"No One Size Fits All                                                      ...
Some of the biggest Cognitive Traps and Biases in‘Going Global’…   •  A reluctance to admit complexity   •  The desire to ...
Different Challenges; Different Modes of Thinking and ActingChoosing where to focus and how to drive Learning-Action-Resul...
Some of the biggest Cognitive Traps and Biases in‘Going Global’…   •  A reluctance to admit complexity   •  The desire to ...
“The terms ‘hard facts’ and   ‘the soft stuff’ used in  business imply that data    are somehow real and strong while emot...
Some of the biggest Cognitive Traps and Biases in‘Going Global’…   •  A reluctance to admit complexity   •  The desire to ...
Some Structure & Thought-Provokers       Going Global –"       Everybody’s Doing It…       Cognitive Traps and       Unint...
Putting the Pieces Together – Some Principles…  •  Clarity of Strategic Choices is Critical  •  Strategy – Decisions – Acc...
Putting the Pieces Together – Some Principles…Strategy Execution – Top 5   1.  Everyone has a good idea of the decisions a...
Putting the Pieces Together – Some Principles…  •  Clarity of Strategic Choices is Critical  •  Strategy – Decisions – Acc...
Design the Process to Support Decision-Making – Ensure Coherence with Organisational Design and Accountabilities, Decision...
Putting the Pieces Together – Some Principles…  •  Clarity of Strategic Choices is Critical  •  Strategy – Decisions – Acc...
A Brief Introduction…                            …StrataBridge                                                     StrataB...
Chris Turnermobile: +44 7802 252 003e-mail: chris.turner@stratabridge.comweb: www.stratabridge.com                        ...
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The Pursuit of Growth: Is Your Sales and Operations Planning (S&OP) "Glocal" Enough? [Part 2]

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Steelwedge Agility Webinar Series

Featured Presenter - Chris Turner, Co-Founder of strategy and change management consulting firm, StrataBridge

Picking up from his popular September Webinar: S&OP Strategy to Bridge the Agility Gap, Chris Turner advances the dialogue on S&OP and the shifting balance of control vs. growth—this time with a look at the prospects and pitfalls of balancing global, regional and local planning and decision making. This interactive session will explore the issues surrounding the globalization paradox and the complexities of the ever flattening (but still lumpy and uneven) world. He’ll take the discussion beyond just geography—to get to the issues that strategic business planning needs to address for enabling growth.

This event will question some traditional S&OP/IBP beliefs that could be hampering your business’ success and will address 7 areas of focus to reset your global potential:
• Strategy choices: Where to play? How to win?
• Organizational shape: its impact on decision-making
• Key decisions: critical touch points to drive coherent actions
• Making better decisions with partial information: the implications
• Leveraging technology: separating the signal from the noise
• Trial, error and learning: faster results through heuristics
• Overcoming the Laws of Change and Entropy

To learn more about S&OP please visit: http://www.steelwedge.com/solutions/

Published in: Technology
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The Pursuit of Growth: Is Your Sales and Operations Planning (S&OP) "Glocal" Enough? [Part 2]

  1. 1. The Pursuit of GrowthIs Your S&OP ‘Glocal’ Enough Chris Turner StrataBridge © StrataBridge 2013 2012
  2. 2. Some Structure & Thought-Provokers Going Global –" Everybody’s Doing It… Cognitive Traps and Unintended Consequences… Putting the Pieces Together –" Some Principles… © StrataBridge 2013
  3. 3. Underneath it All"3 Fundamental Laws that have shaped the StrataBridge approach; all ofwhich are compounded by ‘going global’/international expansion… The Law of CHANGE No matter how hard you resist or deny it, things are going to change, often unpredictably so The Law of PERSPECTIVE It all depends on ‘where you are coming from’ The Law of ENTROPY Unless energy is expended to counter it, things become random, break-down, over time © StrataBridge 2013
  4. 4. Some Structure & Thought-Provokers Going Global –" Everybody’s Doing It… Cognitive Traps and Unintended Consequences… Putting the Pieces Together –" Some Principles… © StrataBridge 2013
  5. 5. Globalisation – How is it for you? •  Is your company pursuing a strategy of Yes No globalisation/international expansion?" 93% 7% •  If yes, what are the primary drivers of this strategy?" •  Access to new customers 74% •  Pursuit of cost reduction 46% •  A Result of outsourcing/off-shoring 20% •  The result of Joint Ventures or Mergers & 36% Acquisitions © StrataBridge 2013 2012
  6. 6. Globalisation - Some of the BIG DRIVERS… •  Shifting Demographics and Economic Dynamics The Pursuit of •  Outsourcing & Growth Off-shoring The Pursuit of" •  1’s and 0’s Cost Reduction •  Telecomms •  The Internet © StrataBridge 2013 2012
  7. 7. Globalisation – There is no escape… Trading Places… Developed Economies Emerging Economies Share of " World Imports % 80.00 80.00 70.00 70.00 60.00 60.00 50.00 50.00 40.00 40.00 30.00 30.00 20.00 20.00 ‘90 ‘91 ‘92 ‘93 ‘94 ‘95 ‘96 ‘97 ‘98 ‘99 ‘00 ‘01 ‘02 ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 Sources: World Trade Organisation, The Economist: The World in 2012 © StrataBridge 2013 2012
  8. 8. Stable Volatile Predictable Uncertain External Environment - Competitor, Customer, Consumer More Uncertain More Volatile Consistent ‘Rules’ Changing ‘Rules’ Landscape & Behaviour - & Macro Trends Changing ‘Rules’ New Efficiency Agility Productivity Performance Beliefs… AdaptabilityC Hierarchical and Centralised Organisational Construct and Location of Power… Flat, Networked and Distributedo Analytical Exercise Fixed Destination/ Direct Route Approach to Strategy… Systemic Intervention Overarching Direction/ Course Correction Gn Mechanical Formulaic Wanting Answers 1+2=3 Decision-making Routines… ?! Organic " Dialogue-based Asking Questions r o Data-driven Supporting Insight-drivent Numbers based Assumptions based Information Focus… Results Drivenr Process (People are there to ‘enact the process’) Obedience Through… People (Process provides ‘enough structure’) Creativity w Talent Hired For… t Compliance Stretch Competence Passiono Automate the Processes Technology used to… Enable the Peoplel Consistency" Learning, Competitive Change h Standardisation" Advantage & Results Innovation Proceduralisation Experimentation fuelled by… © StrataBridge 2013 2012
  9. 9. ‘glocalisation’ WT…..?   © StrataBridge 2013
  10. 10. What’s in a name? © StrataBridge 2013
  11. 11. Some Structure & Thought-Provokers Going Global –" Everybody’s Doing It… Cognitive Traps and Unintended Consequences… Putting the Pieces Together –" Some Principles… © StrataBridge 2013
  12. 12. Some of the biggest Cognitive Traps and Biases in‘Going Global’… •  A reluctance to admit complexity © StrataBridge 2013
  13. 13. Decision-Making Domains, Leadership Responses –"No One Size Fits All Effect Cause = Effect Cause Effect Cause Simple Complicated Complex •  Lack of common understanding of the distinctions between these domains, the available responses and the implications for our planning and decision-making routines •  Blindness to the limits of prevailing mindsets, processes, techniques and tools, as we move along this spectrum •  Increased susceptibility to an range of traps, distortions and deceptions in the face of complexity © StrataBridge 2013
  14. 14. Some of the biggest Cognitive Traps and Biases in‘Going Global’… •  A reluctance to admit complexity •  The desire to ‘jump to ‘Algorithm’’ © StrataBridge 2013
  15. 15. Different Challenges; Different Modes of Thinking and ActingChoosing where to focus and how to drive Learning-Action-Results Mystery Heuristic Algorithm 
 Repeatable/ Reliable/ Formulaic Principles/
 Rules of
 Hunches/ Thumb Adapted from Roger Martin Questions/
 Paradox © StrataBridge 2013
  16. 16. Some of the biggest Cognitive Traps and Biases in‘Going Global’… •  A reluctance to admit complexity •  The desire to ‘jump to ‘Algorithm’’ •  Mechanistic approach © StrataBridge 2013
  17. 17. “The terms ‘hard facts’ and ‘the soft stuff’ used in business imply that data are somehow real and strong while emotions and relationships are weak and less important.” —George Kohlrieser, Hostage at the Table" (Kohlrieser is a hostage negotiator and professor of management) © StrataBridge 2013
  18. 18. Some of the biggest Cognitive Traps and Biases in‘Going Global’… •  A reluctance to admit complexity •  The desire to ‘jump to ‘Algorithm’’ •  Mechanistic approach •  The ‘Duplication’ Trap © StrataBridge 2013
  19. 19. Some Structure & Thought-Provokers Going Global –" Everybody’s Doing It… Cognitive Traps and Unintended Consequences… Putting the Pieces Together –" Some Principles… © StrataBridge 2013
  20. 20. Putting the Pieces Together – Some Principles… •  Clarity of Strategic Choices is Critical •  Strategy – Decisions – Accountability © StrataBridge 2013
  21. 21. Putting the Pieces Together – Some Principles…Strategy Execution – Top 5 1.  Everyone has a good idea of the decisions and actions for which he or she is responsible 2.  Important information about the competitive environment gets to headquarters quickly 3.  Once made, decisions are rarely second-guessed 4.  Information flows freely across organisational boundaries 5.  Employees have the information they need to understand the bottom-line impact of their day-to-day choices Key: Decision Rights & Accountabilities Information Flow Source:  Booz  &  Company  Research  –  June  2008   17  Fundamental  Traits  of  Successful  Strategy  Execu9on   © StrataBridge 2013
  22. 22. Putting the Pieces Together – Some Principles… •  Clarity of Strategic Choices is Critical •  Strategy – Decisions – Accountability •  Design the Process to Support Decision Making – Decision Scope, Decision Rights and Information Flow © StrataBridge 2013
  23. 23. Design the Process to Support Decision-Making – Ensure Coherence with Organisational Design and Accountabilities, Decision Scope and Decision Rights… GLOBAL Innovation Supply Optimisation Direction Finance CLUSTER Portfolio" Optimisation Direction Portfolio" Management Management Finance Optimisation Direction Optimisation COUNTRY Demand Direction Optimisation Direction Demand Optimisation Demand Finance Direction Demand Finance Finance FinanceSUPPLIERPOINT/3RD SUPPLY PARTY Supply © StrataBridge 2013
  24. 24. Putting the Pieces Together – Some Principles… •  Clarity of Strategic Choices is Critical •  Strategy – Decisions – Accountability •  Design the Process to Support Decision Making – Decision Scope, Decision Rights and Information Flow •  Take an ‘Organic’ Approach – Balance People and Process… •  Leverage Technology – Enable the People, Accelerate the process (don’t just ‘aggregate’ it) © StrataBridge 2013
  25. 25. A Brief Introduction…  …StrataBridge   StrataBridge is a boutique consulting firm that specialises in advising fast-moving, brand led organisations on strategy, innovation and operations. StrataBridge help create and develop the relevant thinking, processes, capabilities and behaviours to allow organisations to bridge the gap between where they are and where they want to be. In short, we connect the dots between hard and soft organisational issues to create the bridge between a client’s real world and their ideal world. …Chris Turner   Co-founder of StrataBridge, Chris works with a range of clients worldwide, across industry sectors, on strategy development, innovation and joined-up decision-making. A highly respected facilitator, Chris has a unique ability to understand and simplify complex business issues and opportunities and translate these into action. He has worked with leadership teams around the world, helping them to create, articulate and realise their strategies through insightful diagnosis, joined-up decision-making and capability building. Chris’s long-term client relationships are built on his ability to balance the delivery of fast results with sustainability, and Chris’s clients include Anheuser-Busch, Bakehouse, Coca-Cola, Compass Minerals, Mars, Mass Mart SA, PZ Cussons, SC Johnson, Shell.   Chris can be reached at: e | chris.turner@stratabridge.com m | +44 7802 252 003 o | +44 1277 633 433 w | www.stratabridge.com © StrataBridge 2013
  26. 26. Chris Turnermobile: +44 7802 252 003e-mail: chris.turner@stratabridge.comweb: www.stratabridge.com © StrataBridge 2013

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