Strategy Tools for the Next Generation - ECONA Talk

transcript

Strategiverktøy for morgendagens

entreprenører, risikosøkere

og pirater

What if you could change the future of

your company?

Where would you begin?

har akkurat kjøpt 150 stk.

til alle sine norske ledere.

…før boken er kommet i salg…

How many

business models

can you think of for…..?

How many

business models

can you think of for a

CowParade is the largest and most successful public art event in the world

• CowParade events have been staged in over 75 cities worldwide since Chicago in 1999. Our host cities include New York City (2000) – Houston (2001) – London (2002) – Tokyo (2003, 2006 and 2009) – Dublin (2003) – Prague (2004) – Sao Paulo (2005 and 2010) -Mexico City (2005) -Buenos Aires (2006) -Boston (2006) – Denver (2006) – Moscow (2006) – Paris (2006) -Cape Town (2006) -Milan (2007) – Istanbul (2007) – Madrid (2009) – Taipei (2009) – Lima (2009). Xiamen, China (2010) – Rome (2010) -Margaret River, Australia (2010) – Rio de Janeiro (2011) – Austin (2011).

• Over 300 million people in 32 countries have seen at least one CowParade exhibit.

• In excess of $30 million has been raised by CowParade for worldwide charitable organizations.

‘’The single biggest barrier to strategicinnovation is the limits of our minds’’

Spark Strategic Imagination.

- Professor Johan Roos

What is Strategy?

There were six men of Hindustan,to learning much inclined,Who went to see an elephant,though all of them were blind,That each by observationmight satisfy his mind.

The first approached the elephant,and happening to fallAgainst his broad and sturdy side,at once began to bawl,"This mystery of an elephantis very like a wall."

The second, feeling of the tusk,cried, "Ho, what have we here,So very round and smooth and sharp?To me 'tis mighty clear,This wonder of an elephantis very like a spear."

The third approached the elephant,and happening to takeThe squirming trunk within his hands,thus boldly up and spake,"I see," quoth he,"the elephant is very like a snake."

The fourth reached out an eager hand,and felt above the knee,"What this most wondrous beastis like is very plain" said he,"'Tis clear enough the elephantis very like a tree."

The fifth who chanced to touch the earsaid, "E'en the blindest manCan tell what this resembles most;deny the fact who can;This marvel of an elephantis very like a fan."

The sixth no sooner had begunabout the beast to grope,Than seizing on the swinging tailthat fell within his scope;"I see," said he, "the elephantis very like a rope."

So six blind men of Hindustandisputed loud and long,Each in his own opinionexceeding stiff and strong;Though each was partly in the right,they all were in the wrong!

Mintzberg, et.al. (1998) Strategy Safari

“Nobody really knows what strategy is”

The Economist, in Markides, 2004

Let us go back in time

Boston Consulting Group 1965

"Bruce called a staff meeting for a Saturday morning in the fall of 1965. He explained that to survive, much less grow, in a competitive landscape occupied by hundreds of larger and better-known consulting firms, we needed a distinctive identity. He had concluded that we shouldn’t fight the competitive battle as generalists, but should instead stake out a special area of expertise. "He asked what we thought that specialty should be. Many suggestions were offered, but in each case we were able to identify several other firms that already had strong credentials in that particular area. The discussion began to stall.

Then Bruce asked a momentous question: ‘What about business strategy?’ I objected: ‘That’s too vague. Most executives won’t know what we’re talking about.’ Bruce replied, ‘That’s the beauty of it. We’ll define it.“

http://www.bcg.com/this_is_bcg/bcg_history/bcg_history_1963.html

A Timeline on Strategic Management*

1950 1960 1970 1980

BCG StrategyKnowledge

workers

Positioning

Transformational leadership

Concept of strategy

Porter’s 5 F

Corporate Strategy

BCG Matrix

PESTEL

Scenarios

SWOTClassical strategy

1980 1985

Six Sigma

”In search of Excellence”

Value Chain

Resource-based view

TQM (2)

Balanced Scorecard

Strategic intent

Knowledge company

Crafting strategy

1990 1995

BPR Networks

Disruptive innovation

Core Competences

BSC (2)

Learning organizations

Mass custimization

Positive psychology

Strategymaking as serious play

Disruptive technologies

Intellectu-cal capital

Employee engagement

Strategy safari

HR-championCompetitive

advantage through people

Sears case

Strategy asrevolution

Ongoing dynamic prosess

Rise and fall of strategic planning

Emergent strategy

2000 2005

Strategy maps

BusinessEQ

Blue Ocean Strategy

The Long Tail

Stratey Index

Human Sigma

Management Innovation(2)

Office of Strategy

Management

Deep Discount str.

Gallup path

Knowledge-based theory of

the firm

Execution

Danish strategy barometer

Crowd-sourcing

Say your strategy?

2010 2011 -

Innovators dream of what might be….

Innovation

Future strategy tools

Innovation thinking modes

Innovation Pyramid

Strategic innovation

30/30 rule

Pirate thinking

En historie om….

passion, brygg og en modig hobby…

….mangler nå bare en

strategi….

…..kveldens høydepunkt….

Verdens råeste bryggeristrategi

Classic strategy focuses on positioning.

Strategic innovationaims to re:define the game.

Anybody can be strategically

- David Kelley, IDEO

creative. You just have

to learn how.

Innovation Thinking

Pirate Thinking

Think Big

Dream Bigger

Just outside…

Rangen & Ovstebo, Strategy Tools for the Next Generation (2013)

Hva har de følgende selskap til felles?

Alle ble startet av folk under 30.

*Bezos var 30, Nike hadde en eldre kollega.

Hva gjør ditt selskap med ansatte under 30?

30/30 Regelen i strategi

InnovasjonsPyramiden

Rangen, Christian og Øvstebø, Elisabeth (2012) Working paper. BI – Norwegian Business School The Innovation Pyramid by Rangen, Christian and Ovstebo, Elisabeth is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

Innovasjonspyramiden

• …er et verktøy for å utvikle felles språk, felles forståelse og felles action rundt innovasjon.

• …er både et strategiverktøy og en gøyal prosess for å utfordre organisasjonen til å drømme større, skape endring og få innovasjon til å skje.

• …sammen med ‘’visual thinking facilitation’’, hjelper bedrifter skape innovasjon i praksis.

påNi nivå

innovasjon

Design og markedsføring

Produkt

2.Produkter

3.Tjenester

4. Markeder, kunder og kanaler

5. Teknologi

6. Prosesser

7. Ledelse

Forretningsmodell

9.Bransje

Mer krevende

Lettere...

InkrementeltSmå, logiske skritt

RadikaltAldri blitt gjort før

Free-mium

Fast Track

UNHATE

E-bøker

Google Wallet

En (helt sann) historie om….

Passion, Brygg og en modig hobby…

….mangler nå bare

en strategi….

I grupper…..

Lag Villgjærsinnovasjons-

strategi

Mer krevende

Lettere...

InkrementeltSmå, logiske skritt

RadikaltAldri blitt gjort før

Hva kan jeg gjøre da….?

X Bli med tilCannes iseptember

..trenger flere norske…

Y Delta i Ledelse av innovasjon

Les mer om Norges mest spennende innovasjonsprogram her.

Stavanger, september 2012Oslo, februar 2013

Morgendagens innovatører

Twitter: @engageinnovate Blog: http://wp.me/1BUWtWeb: engage-innovate.com E: christian@engage-innovate.com M. +4792415949

God sommer!

Christian Rangen is an author, speaker and consultant on strategy, innovation and leadership. His consulting projects focus on strategic innovation. He gives a range of keynote presentations across Europe. His upcoming presentations include Strategy Tools for the Next Generation (Stavanger), Innovation and Leadership (Oslo), Innovation Pyramid at World Innovation Convention (Cannes) and Sparking Strategic Innovation at Front End of Innovation (Copenhagen)

He is also a full-time lecturer at BI Norwegian Business School. Here at teaches strategic management, change management, innovation and leadership at both executive and bachelor levels. His focus is innovation, change, leadership and technology. Using Apple, Facebook, Spotify, Amazon and Google as key learning cases, Christian teaches radical innovation and business model innovation in an easy to understand manner. He runs an active blog at http://wp.me/1BUWt.

Christian is Co-founder and Partner of Engage // Innovate – a Scandinavian think-tank and consulting company. Here he works with senior leadership on innovative strategic transformation. He is a gifted public speaker and presents frequently at international seminars and conferences. His recent keynotes on Innovation, Pirate thinking, strategy and Apple has drawn excellent reviews. He's publishing his fourth book in 2012 with the fifth scheduled for 2013.

Christian is also the happy owner of the boutique hotel Villa Vista Taiba – a paradise for passionate kitesurfers…….. and global management training camp quickly in growing demand..

Christian Rangen

The nine levels of innovation Key questions to ask

1. Design & Marketing

How can we creatively repackage our products? How will a radical repackaging change our story? How can we radically change the marketing mix? How can we use design to enhance what we are trying to do?How can we use Pirate thinking to rethink our marketing? What are the marketing ideas nobody’s using in this industry?

2. Products What natural product extensions would our (new & existing) customers love? If we were trying to beat ourselves out of the market, which products would we introduce? What special skills or knowledge do we have, that could become products? What products would completely upset the balance in the existing industry?

3. Services How could we add services to our existing product line? How can we introduce services to our existing customers? What underserved needs do we see in our customers today - and tomorrow? Given no limitations, how far and how creatively could we stretch our range of services ? What kind of services would really make a BANG! in our market?

4. Markets, customers

and channels

What markets do we wish to play in? Which customers are not being addressed in the existing paradigm? How do we reframe the existing segmenting? Through which channels can we reach customers differently? How do we create new channels never-before-seen in our industry?

5. Technology Which technologies would create amazing results in our industry? What groundbreaking technology could we transfer from other industries? How could we become a technology leader? What would happen if we did? How can we be the ones to create entirely new technologies? How can we partner with other firms to introduce new technologies?

6. Processes How can we redesign how we run our company? If we were bought by an American Private equity firm, what would be the first changes they did to how this firm is run? If we were told to become 35 % more effective, 27 % faster and 69 % more profitable; how could we? If we were starting a competitor to our existing firm; what core operating processes would we keep, change and cut? Fast-track processes cut existing work processes in half – then in half again. Where could we introduce fast-track thinking?How can we drive innovation thinking into our business? How do we make innovation a part of everyone’s job?

7. Management How can we dramatically increase the effect of our leaders? How can we unleash the forces of postive, innovative employees?How can we radically change how we manage our workforce? How can we become management innovators?If your goal was to become the world’s # 1 Great Place to Work; what would you do? How can we use the possibilities of social media to rethink leadership? How can we increase our people’s flow percentage (% time in deep flow state)?

8. Business model How can we be the ones to introduce a series of new business models into your industry?What would happen if we could learn from the best, across industries, and introduce new business models into our industry? How can we dream up –and test – 37 new business models for our company? What would ‘’Swing for the fences’’ mean to our company? What urgent steps should we take to balance our business model portfolio? How do we fund, and train our people to create business model innovation? The 30/30-rule says bring 30 % under 30 years into the strategy process; how can we?

9. Industry How can we redesign the competitive field and launch an entirely new industry? What parts of today’s industry can we selectively forget? What areas can we radically transform to create the future? How can we create an industry that does not exist? Instead of looking at our existing business, look 5-8 years into the future, then create it. Where should we begin.....?

for morgendagens

entreprenører, risikosøkere og pirater

Strategiverktøy