Re-novating Our Enterprise

AN EARLY AND IMPORTANT CHOICE TO MAKE

1. HOW DO WE SEE THE FUTURE?

EMOTIONS SHAPE OF SENSE OF FUTURE

Feel Good Optimism Belief in Higher Power

Belief in Destiny

Belief in Progress

Good Luck

Feel Bad Pessimism Fear of failure

Self Limiting Beliefs (not good enough)

Bad Luck

Rational Optimism Start with what you have got

Learn from the Past

Calculate future knowns and unknowns

Use imagination

Plan the next steps

Manage Risks

Take One Step at a time

1. Why Renovation?

It is not yet here ?

It is has gone past ?

It is moving now ?

TRANSITION

Past Present Future

TRANSITION IMPLIES

Systems that change in interconnected ways

An inevitable destination

An unpredictable Journey

e.g. growing up!

Transition is slow + simple Past is clear Present is obvious Future can be predicted

Transition is fast + complex Past needs analysis Present is slippery Future is uncertain

HOW DOES OUR BUSINESS PLANNING NEED TO CHANGE?

ACCEPT:

WE ARE ALL PART OF A RADICAL TRANSITION TO A MATURE & SUSTAINABLE WORLD

RAPID, ACCELERATING AND

DEEP

What powers our world energy

What enables our world economy + technology

What connects our world networks + internet

Who we are the networked self

What we think is important global values

Who runs the world global politics

WE NEED TO RE- NOVATE: MAKE SYSTEMATIC TIME PATH CHOICES

Think Systems

Think Growth Path

Think Inter-Generational

Embrace Uncertainty

HUGE GENERATIONAL SHIFTS IN THINKING

RE-NOVATION IS A 7-STEP PROCESS OF MAKING SYSTEMATIC TRANSITION PATH CHOICES

PROCESS Constant adaptation

SYSTEMATIC A systems view

TRANSITION Predictable destination Unpredictable journey

PATH CHOICES Sequences consequences

6. A Model for Enterprise Re-novation

Ambition

Brand Business

Model

AMBITION

OUR ENTERPRISE IS A TREE

BUSINESS MODEL

VALUE PROPOSITION

COST STRUCTURE

CUSTOMER RELATIONSHIP

TARGET CUSTOMER

DISTRIBUTION CHANNEL

VALUE CONFIGURATION

CORE CAPABILITIES

PARTNER NETWORK

REVENUE STREAMS

INFRASTRUCTURE CUSTOMER OFFER

FINANCE

a business model describes the value an organization offers to various customers and portrays the capabilities and partners

required for creating, marketing, and delivering this value and relationship capital with the goal of generating profitable and

sustainable revenue streams

BRAND

BRAND PROMISE BRAND REPUTATION

BRAND ESSENCE BRAND IDENTITY

MEDIA BRAND LIVED BRAND

7. Seven Steps to Re- novation

(1) Build a timeline.

(2) What’s working /not working right now?

(3) How did we get here?

(4) Where do we want to be?

(5) How do we get there?

(6) What story do we build?

(7) What do we do next?

1)BUILD A TIMELINE W E D E V E L O P T H E C O N C E P T O F P A S T ,

P R E S E N T A N D F U T U R E T I M E L I N E A N D D E A L W I T H D I S T A N T , D E E P A N D P R O X I M A T E T I M E

H O R I Z O N S

( 2 ) WHAT’S WORKING /NOT WORKING RIGHT NOW?

U S I N G A S Y S T E M S A P P R O A C H W E E X P L O R E W H A T ’ S W O R K I N G A N D W H A T ’ S N O T

W O R K I N G N O W .

Enterprise

Element

Working

List 1-3

Not

working

List 1-3

How does it need to perform?

Ambition

Business

Model

Brand

( 3) HOW DID WE GET HERE? W E W O R K B A C K F R O M T H E P R E S E N T

T H R O U G H O U R P A S T T O U N D E R S T A N D H O W O U R E N T E R P R I S E E V O L V E D , L O O K I N G A T

B O T H H O W T H E W O R L D C H A N G E D A N D H O W C H O I C E S W E R E M A D E

HOW DID

THE

INDUSTRY

BUSINESS

MODEL

TRANSITIO

N IN THE

DISTANT

PAST

WHAT

DRIVERS

SHAPED

OUR

INDUST

RY IN

THE

LONG

PAST?

HOW DID

OUR

CHOICES

SHAPE OUR

BUSINESS

IN THE

LONG PAST

?

HOW DID

TRENDS

SHAPE OUR

INDUSTRY

IN THE

RECENT

PAST?

HOW DID

OUR

CHOICES

SHAPE OUR

BUSINESS

IN THE

RECENT

PAST?

Ambition

Business

Model

Brand

( 4 ) WHERE DO WE WANT TO BE? W E R E V I E W O R G E N E R A T E O N H O W T H E W O R L D I S L I K E L Y T O C H A N G E , E X P L O R E P O S S I B L E F U T U R E S A N D S K E T C H O U T A

P L A U S I B L E F U T U R E W E B E L I E V E T H A T W E C A N C R E A T E .

(4) Where do we want to be? We review how the world is likely to change, explore possible futures

and sketch out a plausible future we believe that we can create.

Business

Sphere

WHAT TRANSITION IN

THE DISTANT FUTURE

?

WHAT WILL

DRIVE THE

LONG TERM

FUTURE ?

HOT TRENDS FOR

THE IMMEDIATE

FUTURE?

Ambition

Business

Model

Brand

OUR

AMBITION FOR

THE DISTANT

FUTURE

LONG TERM FUTURE

Business

Sphere

BUSINESS AS

USUAL : OUR PAST

CREATES OUR

FUTURE

BIG STRETCH : OUR

BEST POSSIBLE

FUTURE

MIDDLE WAY: A

PLAUSIBLE AND

DESIREABLE

FUTURE

WILDCARDS:

WINDFALLS OR

WIPEOUTS

Ambition

Business

Model

Brand

(5) HOW DO WE GET THERE? W E B U I L D S C E N A R I O S O N H O W O U R

C H O I C E S W I L L I M P A C T O N T H E F U T U R E W E W I S H T O C R E A T E

“Humans create their own futures ….and they do so by making decisions and taking action.

Scenarios…..enable…..better decisions as a result of a better understanding of the choices they may face and the potential consequences of those choices.

….allow decision makers ….to design custom systems …”

The Role of System Theory in Scenario Planning

Thomas Chermack Journal of Futures Studies, May 2004, 8(4): 15 - 30

.

Business

Element

Top Change

Issue:

What needs

to change?

Impact:

How

important is

it to our

survival or

success?

(Score 1-5)

Uncertainty

: How much

are we able

to do about

it? How

much

choice do

we have?

What is our

Room to

Move?

(Score 1-5)

Impact

Score

Multiplied

byUncertai

nty Score

to get

Overall

Score Out

of 25

Rank of

Importanc

e: highest

score =

most

important

Ambition

Business

Model

Brand

Change

Issue

Best

Possible

Approach

Worst

Possible

Approach

#1:

#2:

54

Name of this

Scenario

Name of this

Scenario

Name of this

Scenario

Name of this

Scenario

Best Approach

to Issue # 1

Best Approach to

Issue # 2

Worst Approach

to Issue # 2

Worst Approach to

Issue # 1

What do I do in this Action Scenario: • Text • Text • Text • Text

What do I do in this Action Scenario: • Text • Text • Text • Text

What do I do in this Action Scenario: • Text • Text • Text • Text

What do I do in this Action Scenario: • Text • Text • Text

Creating a Step Path

How will we measure progress?

Reworking our steps to get to the desired Future

To get to the Long Term Future , we will need to have achieved ….ABC in 3 years

to get to ABC we will need to have achieved ….XYZ by the end of this year

this means we need to get the following done in the next three months

6 ) WHAT STORY DO WE BUILD? W E W R I T E U P T H E S T O R Y A N D C R E A T E A

P I C T U R E O F T H E F U T U R E T H A T W E D E S I R E .

Summary Sentence

DISTANT FUTURE

LONG TERM FUTURE

IMMEDIATE FUTURE

PRESENT TIME

RECENT PAST

LONG PAST

DISTANT PAST

7 ) W HA T DO W E DO N E X T? W E D E S I G N O U R S Y S T E M S A N D S E T T A R G E T S

F O R H O W W E W I L L C R E A T E T H E F U T U R E T H A T W E D E S I R E .

LETS NOT REPEAT THE PAST Why did our previous strategies succeed / fail? Ten Good Reasons for Not Giving Up SUPPORT SYSTEMS Finance, Technical Advice, Professional Networks, Social

Networks, Mentors, Coaches, Courses and Programmes

OUR BUSINESS PLAN

What are the tough choices that we need to make soon? What are our Objectives and Time Frames? What obstacles and possible Wild Cards could cause me us go

off track? How are we going to manage transition?

ABOUT Shahid Solomon

Shahid is a strategist and skilled leader, coach, innovator and programme manager.

Planner/ Economist Graduated as a planner at UCT in 1986 Worked his way to executive level in planning and economic development in the City

of Cape Town through its various transitions to 2004. Strategist / Futurist

Entered consulting practice in 2005 Has worked on economic strategy, tourism, growth management, integrated

planning and foresight strategies throughout South Africa.

Talent Builder Shahid has been a leader and manager in the public sector for 17 years and in the

private sector for 6 years Has coached people and teams in line, process and project settings Has managed mentoring and enterprise development programmes, established and

developed his own companies and mentored many entrepreneurs.

Coach / Re-novator At 54 years in age, Shahid sees himself as a coach and re-novator ploughing his

experience and expertise back to where it is needed.

Rates Per Hour

Corporate R 1 500

Government R 800

NGO R 400

Telephone +27 (0) 71 917 5011

Telephone: + 27 (0) 82 6580 617

Email: shahidsolomon@gmail.com

shahid@novation2050.co.za

Fax: +27(0) 86 773 6615

Twitter: @ShahidSolomon

Skype: shahidsolomon

Facebook: shahid.solomon.1@facebook.com

novation 2050@facebook.com