© Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark...

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Transcript of © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark...

Page 1: © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark Gilbert Subject: Transformation Keywords: Dual Transformation, transformation,

© Copyright 2017 Innosight LLC 0

Page 2: © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark Gilbert Subject: Transformation Keywords: Dual Transformation, transformation,

© Copyright 2013 Innosight LLC© Copyright 2017 Innosight LLC

Navigating the Sea of Dual Transformation

Clark GilbertInnosight Board Advisor,

President, BYU-Pathway Worldwide

Page 3: © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark Gilbert Subject: Transformation Keywords: Dual Transformation, transformation,

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The Mariner’s Secret: A Nautical Rutter

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A Transformation Rutter:

Deseret Media’s Transformation

Crisis of

Conflict

Crisis of

Commitment

Crisis of

Identity

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A Transformation Rutter:

Consistent Pattern in Media Winners

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A Transformation Rutter:

The BYU Academic Transformation

0

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Student Headcount

BYU

Page 7: © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark Gilbert Subject: Transformation Keywords: Dual Transformation, transformation,

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A Transformation Rutter:

The BYU Academic Transformation

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5000

10000

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Student Headcount

BYU BYU-Idaho Campus

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A Transformation Rutter:

The BYU Academic Transformation

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BYU BYU-Idaho Campus Pathway-Online

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A Transformation Rutter:

Consistent Pattern in Academic Winners

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4. B Had Better Hit Its Milestones

3. You Can’t Scale Superman

2. A is Wrong About B

1. A Still Matters

(and will for a long time)

5. Mission Matters

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1. A Still Matters

(and will for a long time)

The Ultimate Loyalist The Revolutionaries

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1. A Still Matters

(and will for a long time)

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1. A Still Matters

(and will for a long time)

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1. A Still Matters

(and will for a long time)

0

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10000

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1965 1975 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001

Source: ITI, Industry Statistics Programs; U.S. Microcomputer

Statistics Committee Forecast, Data Analysis Group

Mainframe Computer Market

Minicomputer Market

First

Revenue

Lead

Sustained

Revenue Lead

Minicomputers Disrupt Mainframes

Dollars

($millions)

Phase I Phase II Phase III

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2. A is Wrong About B

The Parable of

the11th Floor

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2. A is Wrong About B

05

101520253035

New YorkTimes

Huffington Post

Unique Users

0200400600800

100012001400

New YorkTimes

HuffingtonPost

Head Count

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3. You Can’t Scale Superman

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3. And don’t forget about

Kryptonite

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4. B Had Better Hit Its Milestones

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5. Mission Matters

Fatherless America

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4. B Had Better Hit Its Milestones

3. You Can’t Scale Superman

2. A is Wrong About B

1. A Still Matters

(and will for a long time)

5. Mission Matters

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Questions?

Crisis of

Conflict

Crisis of

Commitment

Crisis of

Identity

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Case #1: Crisis of Commitment

You’re working hard to champion the creation and growth of

Transformation B. Your board, market analysts, and the team

in B can feel your enthusiasm and commitment to making B

succeed. One evening, the President over the A business

comes into your office, closes the door, and says: “No one on

our team wants to be part of the ‘old guard.’ People are

wondering if they should jump ship and some have even

started talking to head-hunters. We want to be leaders. We

want to be innovators—not the crew of a sinking ship. I’m

trying to hold the team together, but everyone feels like they

don’t matter to the future of this company. Frankly, I’m not

sure I matter to the future of this company.”

How do you respond?

How do you validate A, even while championing B?

Page 24: © Copyright 2017 Innosight LLC 0 · Title: Navigating The Sea of Dual Transformation Author: Clark Gilbert Subject: Transformation Keywords: Dual Transformation, transformation,

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Case #2: Crisis of Conflict

As you lead your Dual Transformation, B continues to see rapid

growth. The team is now forecasting that within the next two

years it will likely pass A in total revenue.

Your president in Transformation A is becoming increasingly

combative with B. He makes comments about how they are

‘plagiarizing the brand of A’ and increasingly looks for ways to

raise fees on transfer pricing aimed at propping-up A in an effort

to capture the ‘real costs’ of B. You receive word that he is even

launching new products that seem to duplicated B, but under the

brand, channel, and product team of A.

How do you respond?

Do you arbitrate, come down hard on A, or let them compete?

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Case #3: Crisis of Identity

Not only is Transformation B growing more rapidly than A, it is

now two thirds of the total business. It’s clear that B is now

the future identity of the business, both commercially and in

the mind of your most committed investors.

How do you reframe your overall corporate identity?

• How do you do this internally?

• How do you do it in your corporate branding?

• How do you do it with investors and other stakeholders?

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This is the Hardest Problem in Business

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But It’s also the Golden Age of Discovery