13 May 2020 0 · 2020. 6. 2. · change Align on long-term aspiration and strategic focus areas •...

© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 0

Scott D. AnthonyInnosight

Senior Partner

David S. DuncanInnosight

Senior Partner

13 May 2020


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• “Flatten the economic curve” to ensure operational & financial solvency

• Understand and respond to short-term “job to be done” dislocations

• Act early to maximize future flexibility

• Identify, monitor & influence mid-term outcome-determining assumptions

• Respond to persistent “job to be done” dislocations

• Develop and deploy required capability and culture change

• Align on long-term aspiration and strategic focus areas

• Determine 10-15 long-term critical assumptions

• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap

PRESERVE THEPRESENT

(NOW)

1

DEVELOP A RAPIDRESPONSE STRATEGY

(6-18 MONTHS)

2

OWN THE FUTURE(5+ YEARS)

3


What changes are likely to

stick?

What should strategic

innovators do?

How should leaders address

uncertainty?

How can leaders maintain and build culture?



stick?


innovators do?


uncertainty?












PRESERVE THEPRESENT

(NOW)

1


(6-18 MONTHS)

2


3


ACCELERATED DIGITAL MIGRATION HEALTHCARE REFORMATION SOCIOECONOMIC FRAGMENTATION

DislocatedTemporary

Protracted

DURATION

COVID-19’s IMPACT

Online learningContactless

payments

Online retail

Cyber-security

concerns

Tele-health

Universal online access

Onlinesubscription Digital

trans-formation

Healthinfra-

structure

On-demand

fooddelivery

Preventive healthcare

Alternate financingfor small business

Mental health

prioritized

Growing protection-ism andpopulism

Growing immigrant

populations

Global inter-dependency

of supply chains

Gap between rich and

poor

Ride-sharing and room

rentingWorsening

traffic congestion

in cities

Tele-commuting

Catalyzed

3 0 0Trends

5 0 +Trends

T O P

2 0

S T A G E 1

S T A G E 2

S T A G E 3


CHANGE STICKS …

Look to the four areas of a ‘job spec’ to identify how big events drive short-term and lasting job-to-be-done dislocation

Telemedicine

Meetings & conferences

Contactless payments

How do new circumstances affectavailable solutions?

What new barriers impact decisionpathways and priorities?

What new solutions get the job done in sustainably better way?

How do customers rearrangehow they define quality?

Online education


CHANGE STICKS … AND INNOVATION HAPPENSOpportunities to start or scale innovations

that ‘reverb’ off the disruption

Financial Group

Companies that make bold moves can significantly outpace competitors

http://en.wikipedia.org/wiki/File:Logo_WaltDisneyCo.svg



stick?


innovators do?


uncertainty?












PRESERVE THEPRESENT

(NOW)

1


(6-18 MONTHS)

2


3


KEY MESSAGE: DO WHAT YOU SHOULD HAVE BEEN DOING ALREADY!

Doing more with less requires deep customer-centricity. You can’t do

more with less unless you know what more means. Find the job to be done!

It never has been easier to experiment, which makes it even more

important to do it with the proper discipline. Be DEFT, and have HOPE

Successful innovators don’t take risk, they smartly manage it. Share risk by embracing open innovation and find

smart ways to collaborate.

Focus resources on places where they can have the greatest impact. Kill zombies projects. You should have

done it already; you must do it now.


Questions?



stick?


innovators do?


uncertainty?












PRESERVE THEPRESENT

(NOW)

1


(6-18 MONTHS)

2


3


Even when teams seem to be aligned, THEY ARE OFTEN DIV IDED in underlying ways. Bringing those divisions to the surface is the first step in creating ENDURING AL IGNMENT and a powerful GROWTH STRATEGY

“Unite Your Senior Team,” Harvard Business Review, Nov-Dec 2018; B. Kümmerli, S. Anthony, and M. Messerer

Establish a common ground

Expose misalignment Get physical1 2 3


Develop full list of underlying variable

Develop qualitative scenarios of broad economic impact

Identify specific outcome-determining assumptions (ODAs)

Build simplified scenarios based on

ODAs

Model specific economic implications

Assess impact on identified strategic

focus areas

Synthesize and integrate into adaptive

response strategy

Create causal model to identify tipping points

and triggers

What could impact the economy and your markets?

What would a W, L, V, or U mean for you?

Which assumptions have the most impact on the future?

What are 3-4 simplified possible futures?

What has the biggest impact on the ultimate scenario?

What specifically would this mean for your business?

What specifically would this mean for your big bets?

What do you have to do tomorrow to get ready?


Set and enforce clear guidelines

Use enabling digital tools

Full visibility, full inclusivity

The digital silver lining



stick?


innovators do?


uncertainty?












PRESERVE THEPRESENT

(NOW)

1


(6-18 MONTHS)

2


3


70:20:10CULTURE CANVAS

TEAM TEMP

GANDALF SCHOLARSHIP

MEETING MOJO

WRECKOON

KIASU COMMITTEE

JOY SPACE


B E A NBEHAVIOR ENABLERS

Direct ways to encourage and enable behavior change

ARTIFACTSPhysical or digital objects to reinforce behavior change

NUDGESIndirect ways to encourage

and enable behavior change

RitualsChecklists

Coaching

Community App

Gamification

Choice architecture

Stories

Screen savers

Prizes Office design

Desktop objects

Avatars

Tokens


We lack clarity about our most critical

assumptions

We play “shoot the messenger” so no one

shares bad news

We fall prey to groupthink or decision making by HIPPOs and ZEBRAs

GOOGLE

#MONKEYFIRST

ATLASSIAN

PREMORTEM

SUPERCELL

CHEERS TOFAILURE

PIXAR

BRAINTRUST

DBS

WRECKOON

SPOTIFY

BETS BOARD



stick?


innovators do?


uncertainty?



Questions?


The Deceptions of Disruption

1. In customers we trust

2. The data says we are safe

3. Our shareholders won’t let us

4. Our people can’t do it

5. Innovation is risky


“Now isn’t the right time”

https://www.innosight.com/insight/navigating-the-covid-19-disruption/SwitzerlandBoulevard de Grancy 11006 Lausanne

Singapore8 Eu Tong Sen Street#15-89, The CentralSingapore 059818

New York1166 Ave. of the Americas3rd Floor New York 10036

Boston92 Hayden AvenueLexingtonMA 02421

LondonThe Gridiron Building One Pancras Square N1C 4AG

SELECTED LOCATIONS

[email protected]@InnosightTeam

https://www.innosight.com/insight/navigating-the-covid-19-disruption/

[email protected]/in/scottdanthony

[email protected]/in/davidscduncan

13 May 2020 0 · 2020. 6. 2. · change Align on long-term aspiration and strategic focus areas •...

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