Strategic Change

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Thomas J. Watson

THINK

Steve Jobs

THINK Different

Gerard Senehi

THINK outside the box

Co-creation

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•  A shared understanding of strategic planning as a conInuous process, supported by a collecIve mindset of strategic change

•  Co-‐creaIon of a high level strategic master plan based on the acIon plans for each of the Top 5 areas of strategic opportunity

•  Commitment and buy-‐in to acIons, Imelines, roles and responsibiliIes

Strategic Planning Workshop Outcomes

“The best way to predict the future is to create it.”

-‐ Peter Drucker

“The future belongs to those who see possibiliIes before they become obvious.”

-‐ John Scully

Adapting to

Are you open and receptive to change?

Question 1:

When was the last time that you did something for the first time?

Question 2:

CHANGING Normal

what’s

Misperception

“If you do what you have always done, you’ll get what you

always got.”

Law of change

Doing the same thing over and over

again and expecting a different result.”

19 25 January 2007

Definition of insanity

Create Ideas?

0 10

Make Ideas Happen?

0 10

Ideas ExecuIon

Process?

0 10

Profile?

Thinker Doer

Thinker: always generaIng ideas, struggles to focus and execute reliably

Both: creaIve completer co-‐creaIon/co-‐compleIon

Doer: focuses on ge\ng things done, may be skepIcal to new and different ideas

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“It is not the strongest of the species that

survive, nor the most intelligent, but rather

the one most adaptable to change.”

-‐  Charles Darwin 1809 -‐ 1882

What is your Adaptive Capacity?

Question 3:

How do you respond to change?

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Resistance

A prisoner of the past

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PROTECTORS of the

STATUS QUO

Discriminating against the

FUTURE

CERTAINTY Letting go of

Fixed Ideas and

POSSIBILITIES Being open to

Not Knowing and

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“When nothing is sure, _everything is possible.”

-‐ Margaret Drabble (1939-‐) English Novelist

to Suspend ABILITY

JUDGE MENT

INSTIGATION Capital

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“When the rate of change externally is greater than the rate of change internally, you have a problem.”

-‐ Jack Welch

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External speed of change

Internal speed of change

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AGILITY Business

Capacity ADAPT

to

LEARN Ability

to

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“I am always doing that which I can not do in order that I may learn

how to do it.”

– Pablo Picasso

CHOICES Creating Strategy means:

THINKING Scenario Creating choices means:

A journey into the unknown

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Show others how to get there


The journey is never straight forward

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Obstacles ahead

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Anticipate change

Listen to your customers

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Anticipate the future

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Thinking at 3 Time Horizons: Por`olio Thinking:

Current Businesses •  Generate today’s cash flow Growth OpIons

•  OpIons on future high-‐growth businesses

High-‐Growth Businesses •  Today’s revenue growth + tomorrow’s cash flow

Horizon 1 0 -‐ 12 months



*Escape Velocity, by Geoffrey Moore, HaperCollins 2011

“Thinking is the hardest work there is, which is probably the reason so

few people engage in it.” -‐ Henry Ford

1863 -‐ 1947

Right answer, wrong question

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-‐ Henry Ford 1863 -‐ 1947

“If I had listened to my customers, I would have

built a faster horse.”

FOLLOWER? or

LEADER

Being a follower can be dangerous

Sources of Co-‐CreaIon 3

AdapIve Thinking 2

Strategic Thinking Framework 1

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Strategy, Leadership and Vision answer the question:

How can we shape the unseen forces that transform

performance.”

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A strategy coordinates action

to address a specific challenge

Strategy is not binary

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Costs Revenues


AdapIve Thinking 2


Entrepreneurial mindset

Child-like thinking

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Divergent

thinking

Divergent thinking

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Convergent

thinking

Convergent thinking

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AND thinking

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AND thinking

AND Thinking

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AND Thinking

AND thinking

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Overcome resistance

Constraint-based thinking

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Recurrent constraints

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Collective constraint based thinking

Bring about the possible

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Resilient thinking

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AdapIve Thinking 2


You need a map

… Navigational tools

Collaborative thinking

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Alignment: seeing the same future

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Innovators Accelerators

AND

Victims of change


your Capacity Improving

to lead Change

Co-laboration

Co-creation Co-innovation

INCLUSION

ADAPTIVE Creating an

Culture LEADER’S The role?

erently f

dif think

Wishing for change

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starts with CHOICE Change

CHANGE before

You have to CHANGE

1.  Accept where you are today 2.  Let go of certainty/fixed ideas 3.  Be open to possibiliIes/not knowing 4.  Challenge your assumpIons 5.  AnIcipate change using ‘AdapIve Thinking’ 6.  Set realisIc and achievable goals 7.  Have posiIve expectaIons 8.  Create a sense of urgency 9.  Have fun!

Strategic Thinking Checklist

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David R Ednie President & CEO

SalesChannel Europe Ph: +33 676 60 09 25 (FR)

Email: david@saleschannel-‐europe.com Website: www.saleschannel-‐europe.com

Taking care

of business . . .