New Paradigm Consulting An Approach to


New Paradigm New Paradigm ConsultingConsulting

New Paradigm New Paradigm ConsultingConsulting

An Approach toAn Approach toStrategic PlanningStrategic Planning

Co-creating the Co-creating the FutureFuture

May 2003May 2003


The organisation The business ecosystem

The future

Increasing

awareness

Scenarios(Imagining the future)

Strategic options

(Exploring our future possibilities)

Co-evolution(Discovering our place & relationships)

The Goal:The Goal:To increase awareness To increase awareness about the organisation, about the organisation, its environment and its environment and the future.the future.

The Goal:The Goal:To increase awareness To increase awareness about the organisation, about the organisation, its environment and its environment and the future.the future.

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


CultureCulture What are the patterns of thinking & behaviour What are the patterns of thinking & behaviour

which characterise the organisation?which characterise the organisation? Is change needed?Is change needed?

CompetenciesCompetencies What is the organisation distinctively good What is the organisation distinctively good

at?at? Do these give competitive advantage?Do these give competitive advantage? What needs to be developed?What needs to be developed?

The organisationThe organisation

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


The Compa

ny

The Custome

rs

Growth PhaseGrowth Phase

The centre of

gravity

The Custome

rs

The Compa

ny

Success PhaseSuccess Phase

The centre of

gravity

The Compa

ny

The Custome

rs

Entrepreneurial PhaseEntrepreneurial Phase

The centre of

gravity

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


The environmentThe environmentThe environmentThe environment

International lawInternational lawInternational lawInternational law

GovernmentsGovernmentsGovernmentsGovernments

Standards bodiesStandards bodiesStandards bodiesStandards bodies

StakeholdersStakeholdersStakeholdersStakeholders

Supplier’s Supplier’s supplierssuppliersSupplier’s Supplier’s supplierssuppliers

Customer’s Customer’s customerscustomers

Customer’s Customer’s customerscustomers

New entrantsNew entrantsNew entrantsNew entrants

CustomersCustomersCustomersCustomersSuppliersSuppliersSuppliersSuppliers

CompetitorsCompetitorsCompetitorsCompetitors

SubstitutesSubstitutesSubstitutesSubstitutes

OrganisationOrganisationOrganisationOrganisation

A Business EcosystemA Business Ecosystem

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Mapping the ecosystemMapping the ecosystem“Our current relationships”“Our current relationships”

STEEP STEEP ((SSociety, ociety, TTechnology, echnology, EEnvironment, nvironment, EEconomics, conomics, PPolitics)olitics)

CustomersCustomers

MarketsMarkets

CompetitorsCompetitors

Five forcesFive forces

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


The FutureThe Future

The future is inherently unpredictableThe future is inherently unpredictableThe purpose of planning is not to predict The purpose of planning is not to predict

the future but to increase the possibility the future but to increase the possibility space for the organisationspace for the organisation

The future is co-createdThe future is co-createdWe are neither passive victims of forces We are neither passive victims of forces

beyond our control nor masters of our beyond our control nor masters of our destinydestiny

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Strategic optionsStrategic options“Our future possibilities”“Our future possibilities”

Key strategic issuesKey strategic issues What are the real areas which affect our business?What are the real areas which affect our business? (E.g. service, channel, market)(E.g. service, channel, market)

Formulate key decision areasFormulate key decision areas Where do decisions need to be made?Where do decisions need to be made?

Create clusters of optionsCreate clusters of options Discover coherent strategiesDiscover coherent strategies Check against distinctive competenciesCheck against distinctive competencies

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Strategic Strategic option option

generatiogeneration:n:

one one approachapproach

Competence

Development

Existing

New

MA

RK

ETS

SERVICES

PROTECT/BUILD•Withdrawal•Consolidation•Market penetration

SERVICE DEVELOPMENT•Existing competencies•New competencies

MARKET DEVELOPMENT•New segments•New territories•New uses

DIVERSIFICATION•Existing competencies•New competencies

Existing New

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


ScenariosScenarios“Imagining the future”“Imagining the future”

Identify key driving forcesIdentify key driving forces

Choose most uncertain/most Choose most uncertain/most significantsignificant

Develop alternativesDevelop alternatives

‘‘Flesh out’ with narrativeFlesh out’ with narrative

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem

Identify key driving Identify key driving forcesforces

Driver 1

Driver 3

Driver 5

Driver 4

Driver 2

Low

Low

High

High

Uncertainty

Importance

Note Note which key which key external external

drivers are drivers are both both

important important & &

uncertainuncertain

Note Note which key which key external external

drivers are drivers are both both

important important & &

uncertainuncertain


Driver 2Driver 2

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem

Formulate ‘yes-no’ questionsFormulate ‘yes-no’ questions

Yes

Yes No

No

Driver 5Driver 5

Scenario 1

Scenario 3

Scenario 2

Scenario 4

Scenario 1 Scenario 2

Scenario 4


Develop future time line for each Develop future time line for each scenarioscenario

20032003 20042004 20052005 20062006 20072007

Map out critical events leading to the Map out critical events leading to the unfolding of this scenario enabling you to:unfolding of this scenario enabling you to: Scan for triggers which will alert you to the Scan for triggers which will alert you to the

scenarioscenario Rehearse your strategic responses to the Rehearse your strategic responses to the

events of the scenarioevents of the scenario

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Cross-impact Cross-impact matrixmatrix

Test each Test each option option against each against each scenario.scenario.

SS WW

OO TT

SS WW

OO TT

SS WW

OO TT

SS WW

OO TT

SS WW

OO TT

SS WW

OO TT

Option 1

Option 2

Option 3

Scenario 1 Scenario 2 Scenario 4

Actions

Learning

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem

MMPP II

MMPP II

MMPP II

SWOT SWOT analysis is analysis is one useful one useful tool;tool;

de Bono’s de Bono’s Plus/Minus/ Plus/Minus/ InterestingInterestingis also is also good.good.Add Add learning learning points and points and actions actions required.required.


Typical processTypical process Structured conversationsStructured conversations

Speak with as wide a range of people as Speak with as wide a range of people as possiblepossible

Ecosystem workshopsEcosystem workshops Look out before looking inLook out before looking in STEEP, customers, etc.STEEP, customers, etc.

Organisation workshopsOrganisation workshops Distinctive competencies & competitive Distinctive competencies & competitive

advantageadvantage Explore cultureExplore culture

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Develop strategic optionsDevelop strategic options

Develop scenariosDevelop scenarios

Cross-impact competencies Cross-impact competencies against scenariosagainst scenarios

Prepare change agendaPrepare change agenda

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem

Typical processTypical process


Are scenarios the answer?Are scenarios the answer?Do scenarios help?Do scenarios help?

Shell used them effectivelyShell used them effectivelyIBM & General Motors did notIBM & General Motors did not

Why not?Why not?DiversityDiversity

Is there enough diversity in planning Is there enough diversity in planning process?process?

CultureCultureIs the culture open to new thinking & doing?Is the culture open to new thinking & doing?

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Strategic intentStrategic intent

Strategic intent must inform all of Strategic intent must inform all of organisational lifeorganisational life

Strategic intent must take account Strategic intent must take account of the realities of the organisation of the realities of the organisation and its environmentand its environment

Strategic intent is more important Strategic intent is more important than ‘strategy’than ‘strategy’

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Planning is not about…Planning is not about…Planning is not about predicting Planning is not about predicting

the futurethe future

Planning is not about writing a Planning is not about writing a detailed road map into the futuredetailed road map into the future

Planning is not about a few people Planning is not about a few people writing a vision statement & then writing a vision statement & then getting ‘buy-in’ from everyone elsegetting ‘buy-in’ from everyone else

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem


Planning is about…Planning is about… Planning is about learningPlanning is about learning

Planning is about increasing the Planning is about increasing the possibilities for the organisationpossibilities for the organisation

Planning is about discovering how fit the Planning is about discovering how fit the organisation is for its environmentorganisation is for its environment

Planning is about discovering and telling Planning is about discovering and telling compelling stories about the futurecompelling stories about the future

Overview

The Organisatio

n

The Future

The Process

Reflections

Business Ecosystem

New Paradigm Consulting An Approach to

Business

Transcript of New Paradigm Consulting An Approach to