Intent planning final

Interaction

2013

Intent PlanningA tool for designing strategies that work

Learning Session

Normative

Introduction

Matthew

Skiing, Systems & Stuff

Robyn

Explorer, Epicure & Dog Lover

NormativeDesign for the Network

Design for the Network

People Network Technology

Business Models

Four years ago, we asked ourselves whether strategy and design could be developed as interconnected outputs of a studio environment.

Studio

We built our business to test this hypothesis

Children of Industrial Design

Digital Last

Overview

Let’s start with sports!

Planning For Action

Planning For Survival

Planning For Success

“He who maintains thequickest rate of changesurvives”

Good strategy is a vehicle for thriving

Intent Planning

Intent

Positioning

Capability

A Brief History of Strategy

Sun Tzu

Clausewitz

Conflict distorts prior arrangements

or, when you break old stuff, you can make new stuff...

Let’s Do Some Strategy!

Let’s Break Some Shit!

Business

Mintzberg’s Schools

Three Schools

1.Prescriptive2.Descriptive3.Configurative

Prescriptive Schools

DesignPlanning

Positioning

Design

More concerned with how strategies should be formulated than how they necessarily do form

Planning

Strategy as a more detached and systematic process of formal planning

Positioning

Less concerned with the process of strategy than the actual content of strategies. Focused

on the selection of strategic positions in the economic marketplace

Descriptive Schools

EntrepreneurialCognitiveLearning

PowerCultural

Environmental

Entrepreneurial

Creation of a vision by a great leader

Cognitive

Strategies emerge from the mind of the strategist as concepts, maps and frames of

reality

Learning

Strategies emerge in small steps, as an organization adapts to the feedback from the

outside world

Power

Strategy formation is a process of negotiation

Cultural

Strategy formation is a collective and cooperative process

Environmental

Strategy formation is a reactive response to the challenges imposed by the external environment

Configurative School

Configuration

Strategy is a process of transformation

Why Does Strategy Matter?

WINNINGWINNING

Survival

Success

Winning, Survival, Success

Strategy is an integrated set of choices that results in a unique position with lasting advantages.

Grounding and Influences

New Influences

Survival

We are Survival Machines

This is a Survival Machine

Feedback Systems

Cybernetics

Von Foerster

I CAN HAZFEEDBACK?

Second Order Cybernetics

“. . . a brain is required to write a theory of a brain. From this follows that a theory of the brain, that has any aspirations for completeness, has to account for the writing of this theory. And even more fascinating, the writer of this theory has to account for her or himself. Translated into the domain of cybernetics; the cybernetician, by entering his own domain, has to account for his or her own activity. Cybernetics then becomes cybernetics of cybernetics, or second-order cybernetics.”

Checkland

NOT A PIPE,DUDE!

Soft Systems Methodology

Build ModelTest ModelRefine ModelRepeat

Martin

Strategy is an integrated set of choices that results in a unique position with lasting advantages.

Integrative Thinking

Where will we choose to play?

How will we choose to win?

40 Second Boyd

Plating the Bird

Unexpected Action Creates Advantage

Patterns

Fast Transients

Novelty

Emergence

Synthesis

Grand Strategic >Strategic >

Grand Tactical >Tactical >

Strategy as Behavior

Moral

Mental

Physical

Strategy as Dimensions

Strategy as Integration

Synthesis

Strategy as Shaping

The Definition of Success

“Shape or influence the moral-mental-physical atmosphere that we are part of, live in and feed upon, so that we not only magnify our inner spirit and strength, but also influence potential adversaries and current adversaries as well as the uncommitted so that they are drawn toward our philosophy and are empathetic toward our success; Yet be able to Morally-mentally-physically isolate adversaries from their allies and outside support as well as isolate them from one another, in order to: magnify their internal friction, produce paralysis, bring about their collapse; and/or bring about change in their political/economic/social philosophy so they can no longer inhibit our vitality and growth.”

John Boyd

Strategy as Mindset

OODA

ObserveOrientDecideAct

Observe

Orient

Decide

Act

Boyd’s OODA Loop

O O D ACustomer Development

Novelty

Novelty creates change

Change creates mismatches

Mismatches create advantage

Components

Intent Planning

Designing for Outcomes

A payoff that comes from taking a strategy or action

Shaping Intent

Aim, Purpose, Design

To improve our ability to shape and adapt to unfolding circumstances so that we can survive on our own terms.

The purpose of strategy

Three Components

3

2

1

1. Capability Narrative

Capability Narrative

Grand StrategicEvery entity needs a reason for surviving



StrategicEvery entity pursues a goal




Grand TacticalEvery entity aligns with opportunity





TacticalEvery entity acts


Quick Example:

Normative’s Capability Narrative

Grand StrategicWe build design capability



StrategicBy understanding the impact on network technologies on society




Grand TacticalWe do this by improving our learning with better feedback and decision cycles




Grand TacticalWe do this by improving our learning with better feedback and decision cycles

TacticalThrough a focus on studio-based team, client and partner collaboration


Normative builds design capability by understanding the impact of network technologies on society.

We improve our learning and decision-making by focusing on studio-based collaboration with our team, clients and partners

Three Components

3

2


2. Positioning Pair



win

win

Where How

Positioning Pair

do we play? do we play?

Where How

Normative’s Positioning Pair

Where How



Where How



21st CenturyDesign Studio

Three Components

3

Positioning Pair


3. Intent

What is our Aim, our Purpose, our Design?

Normative’s Intent:

Normative’s Intent:Define the Future of Design

Building the Pyramid

Intent

Positioning Pair


Intent

Intent

Wheredo we play?

Howdo we play?

Intent

Wheredo we play?

Howdo we play?

Grand Strategic Strategic Grand Tactical Tactical

Intent

Where How


Intent


Where How

Normative Example

Intent


Where How

Build design

capability

Understand impact of

network society

Studio-based collaboration

model

Better learning & decision

making

Intent


Where How

Build design

capability


network society


model


making

21st Century Design Studio


Intent


Where How

Define the future of design

Build design

capability


network society


model


making



Intent


Where How

“Normative Design”

Build design

capability


network society


modelOODA Mindset



Analysis and Synthesis

Walking the Pyramid

Intent


Where How

Analysis

Intent


Where How

Syn

thes

is




TacticalEvery entity acts


Positioning PairsExercise

Where How

Positioning Pair

do we play? do we play?

Climbing the Pyramid

Intent


Where How

Sketching IntentExercise

Planning for Intent Planning

Let’s Do Some Strategy!

When, Where and How to Use Intent Planning

Closing Discussion

Thanks!

[email protected]@normative.com

Intent Planning

mailto:[email protected]

mailto:[email protected]

Intent planning final

Documents

Transcript of Intent planning final