Styrearbeid i krevende tider - Christian Rangen
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Transcript of Styrearbeid i krevende tider - Christian Rangen
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Innovasjonsstrategi
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Bransjeskift
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Læring fra Silicon Valley
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Digitalisering av fysiske produkter og tjenester
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Denmark
USA
Brazil
Germany
Norway
Austria Netherlands
FranceSpain
Italy
UK
China
Sri Lanka
Dubai
Patrons of design: World map
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Denmark
USA
Brazil
Germany
Norway
Austria Netherlands
FranceSpain
Italy
UK
China
Sri Lanka
Dubai
Patrons of design: World map
Our global clients
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Denmark
USA
Brazil
Germany
Norway
Austria Netherlands
FranceSpain
Italy
UK
China
Sri Lanka
Dubai
Patrons of design: World map
A global perspective on Building transformational capacity
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Engage // Innovate is a strategy & innovation consulting company
We work with boards, CEO’s, management teams, Strategy Directors and Innovation Managers to help transform how they work on strategy and innovation
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Christian RangenPartner
Co-Founder
@engageinnovate
Elisabeth ØvstebøManaging Partner
Co-Founder
Inger Hanne VikshålandConsultant
Head of Marketing & Events
@vikshaaland
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Transformational capacity
Legacy core business
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Nina Lie
Styreleder SåkornInvest ASStyreleder Folke Hermansen ASStyremedlem Gassco ASStyremedlem Sarsia Seed ASStyremedlem Innovasjon Norge RogalandStyremedlem Norinnova Invest ASNestleder Rosenkildehuset ASStyremedlem Stavanger SymfoniorkesterStyremedlem Stavanger Kunsthall
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Øyvind Hartvigsen
Advokat og revisor
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Erfaringer
Råd
Teori
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2 SPØRSMÅL
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Hva er styrets rolle?
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Hvor viktig er styrets rolle?
(1 – 10, 10 = max)
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.....Cut costs and defend
the core business
Let’s analyze I want to see the financials
Your typical Board of Directors
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Cost-cutting$$$
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Transformational capacity
Legacy core business
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1. Felles definisjon av strategi og forretningsmodeller
2. Definèr styrets rolle
3. Forstå dynamikken i «bransjen» (Kaosteoretetisk hverdag»
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1. Strategy as Planning2. Strategy as a Redrawing of Competitive Boundaries3. Strategy as a Focused Response to a Key Challenge4. Strategy as the Development of Core Competencies5. Strategy as Optimizing the Value Created for Stakeholders
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CONTEXT
SIMPLE CHAOS
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‘’We find that boards can add the most value in complex or chaotic situations, where executive teams are typically overwhelmed and lack the diversity of views needed to fully understand the situation’’
- Didier Cossin & Estelle Metayer
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Styrets 4 (mentale) roller
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Growth Value
Oversight Legacy
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Utvikling og vekst Innovasjon Forretningsmodelle
r Langsiktighet 100+
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De lange linjene som teller‘’I mer enn 100 år har vi drevet med vannkraft, i 10 år har vi drevet med fiber, og i ett år med Smartly. Oppgaven for styret framover må være å gi alle disse et 100-årsperspektiv’’
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Aksjonærverdi Kostnadskutt Profit maksimering Kortsiktighet Kvartal, 1-3 år
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Kontroll og styring Ansvar, matriser Revidering,
ettersyn Nå/Bakover 0-1 år
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Preservasjon Bevare Historikk Ser bakover -150 år
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“Maybe they should have charged admission”
Chris Byrne, a toy-industry analyst
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‘’I would argue it is a result of
the retailer clinging for far too long to a
losing business model’’
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Utvikling og vekst Innovasjon Forretningsmodelle
r Langsiktighet 100+
Aksjonærverdi Kostnadskutt Profit maksimering Kortsiktighet Kvartal, 1-3 år
Preservasjon Bevare Historikk Ser bakover -150 år
Kontroll og styring Ansvar, matriser Revidering,
ettersyn Nå/Bakover 0-1 år
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.....Cut costs and defend
the core business
Let’s analyze I want to see the financials
It’s only going to get worse……
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4 TILTAK
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Frekvens
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SIMPLE CHAOS
Møter pr. kvartal
2 dager workshop pr. måned
Drift OmstillingFrekvens
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Strategy SWAT teams
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Interne strategi team med mandat om ny vekst og nye muligheter.
Nye perspektiv, nye folk, interne og eksterne deltakere.
Jobber tett med styret
Strategy SWAT teams
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Nye partnerskap
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Lyse + Google Self-Driving Cars
Halliburton + Mars Mining Companies
Nordan + Lyse
Statoil + Tesla
Nye partnerskap: Unholy Alliances
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10X portefølje
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Etabler en portefølje av forretningsmodeller.Gir en helt unik intern endringsdynamikk.
10 % bør ligge på 10X, ‘’Swing for the fences’’
Styring av porteføljestrukturen er styrets ansvar
10X Portefølje: Moonshot Thinking
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Transformational capacity
Legacy core business