Title: A1260063014wEnuf
1Dr Daron G Green Ted Shann
2GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
3Objectives
- Understand our approach to strategy and business
design - Articulate what the outputs are
- Give ourselves a common vocabulary
- Establish/reinforce thought leadership
- Be able to provide examples
- Analyse what we are hearing/seeing in any meeting
- Understand who needs to be involved
- Work hard but have some fun
4GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
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6Creating Strategy
7Planning Execution
8Market Insight
- Clarity on the market environment/context for the
proposed solution. We must be explicit in - defining the target customer
- identifying the business need/driver
- determining if there is available budget
- assessing the competitive landscape
- specifying the nature of the proposed solution
and the derived benefits associated with its
delivery - prescribing the time horizon within which the
business opportunity will be realised.
9Strategic Intent
- Armed with an understanding of the market
opportunity we can define - which portion of the market we seek to address
- what message we seek to deliver internally and
externally - what our business will look like in 1, 3 or 5
years (depending on the time horizon for
opportunity) - relationship to broader BT and GS strategies.
10Business Model
- For our chosen market and the strategic portion
we have identified we must then give
justification to the way in which BT will make
money. Specifically we should define - how and when the client will be billed and how
they should pay BT - what benefits need to be realised for the client
to be prepared to pay - BTs internal and external (eg supplier) costs
are - What investments are required in development,
service infrastructure, sales, marketing etc - The growth predictions (together with any
assumptions, areas of risk and demonstration of
how the revenue/margin growth is linked to growth
in cost base) - which BT LOBs will enjoy the revenue/margin.
11Innovation
- Typically most new propositions will demand some
form of innovation. This innovation may come in
various forms (supply chain, process, software
development, consulting) regardless of which
domain we should be specific in defining - whether there is opportunity for asset re-use
from within BTs existing portfolio (or
demonstrate that there is no suitable existing
asset) - define the nature and timescale of the required
innovation - assess likely risks to the innovation
- identify the likely owner of the innovation
component of the proposition - identify any unique skills/insight required to
execute the innovation.
12Organisation
- Having identified the market opportunity and the
target market BT seeks to capture (together with
the business model and required innovation), we
are now in a position to explore what
organisational changes are required to execute in
the market. We should therefore define - skills required to address the market
opportunity - critical dependencies on other parts of BT (eg
horizontal practice group) - the long-term product owner
- key stakeholders inside and outside BT
- organisation changes required to be successful.
13Metrics
- To be successful we must encourage the right type
of new behaviours to meet the demands of the new
proposition. This requires that we - Identify the critical success factors for the
proposition - Prescribe appropriate milestones for the emerging
business - Give clarity over what new/modified metrics are
required in the LOBs - Demonstrate how the metrics are linked to the
time-horizon for the new proposition (and by
doing this avoid prematurely applying revenue
targets for H2-H3 business opportunities).
14Process
- To be successful we must define and agree what
new processes are required to service the
creation and support of a new proposition.
Specifically this will entail - Creating mechanisms for checking progress against
the CSFs and milestones - Defining how the proposition development will be
managed - indicating we will work with the GS process to
pull down investment funds - outlining the approach we will adopt when we have
to take/give an asset or proposition to another
part of BT (handover of software, document,
service support etc) - defining we will undertake communications to the
stakeholders (what will need to be communicated
and when) - suggesting how we will undertake follow-up with
initial customer set to determine impact of
solution and derived benefits.
15Culture
- We need to be clear in describing what new
behaviour is required of BT employees to make the
new proposition successful. Specifically, we
should undertake to have - personal commitments from LOB execs that they
will evangelise the proposition to their teams
and their managers with appropriate metrics and
milestones - reviews with key stakeholders in which
stakeholders own key deliverables/actions. - quality time with the stakeholders (breakfast
meetings are ideal for this) educating them on
the requirements for their support on the 8 key
components to the new proposition (Market
Insight, Strategic Intent, Business Design, etc). - agreement on the nature time horizons for the
propositions metrics.
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17Proposition maturity
18Strategy framework
biz design
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22Q. How can you recognise the pattern of a good
potential strategy and business design?
A. By seeing lots of examples, by understanding
mistakes others have made, by recognising
business issues, by seeing good and bad decisions
played out, knowing failures and successes from
many other businesses.
23Our biggest wow! John Deere Landscapes
Example from How to Grow When Markets Dont
Adrian Slywotzky and Richard Wise
24 25John Deere
- Suppliers of agricultural equipment (e.g.
tractors, combined harvester) - Founded in 1837
- In 1999, had revenues of 9.7bn and profits of
239m - Majority of sales were to farms and farmers.
However, 25 of sales are in the green industry
(to gardeners and home owners) from their
Commercial and Consumer Equipment division - John Deere Credit provides credit for the
purchase of John Deere equipment - John Deere Healthcare provides health insurance
services to John Deere and other companies
26Business challenge
- What problems are they facing what do they have
to overcome? - Performance tied to the cyclical agricultural
economy. - Market largely stagnant or declining leaving no
prospect of long term growth - Cyclical industries put a focus on cost and are
unwilling to pay a premium for quality - margin
squeeze is inevitable - How did they recognise the problem?
- Cyclical profits
- No growth even after aggressive cost cutting and
efficiency programmes - How did they approach addressing the problem?
- Looked for value opportunities up and down their
value chain and in adjacent markets an 18 month
process
27Strategy - Issues/challenges/changes
- Green industry is higher margin than agriculture
- Total green industry market is 100bn compared to
20bn for green equipment supply - Fragmentation of distribution channels between
suppliers and contractors allows an integrated
distributor to remove inefficiencies in the value
chain - Many green jobs never got completed due to lack
of client funds
- Create an integrated distribution channel serving
the entire green industry market - Provide financing arrangements that can be
offered to customers clients
- To become the leading integrated supplier to
green industry contractors in the US
- Brand lowers the cost of customer acquisition
compared to competitors - Integrated marketing will reduce costs
- Extending credit to customers clients would
allow them to take on larger jobs, increasing
their revenue - Provide training and design support to customers
28Execution - Issues/challenges/changes
- Create a separate organisation with its own
process and metrics - Use separate outlets. Do not reuse the existing
dealer network - Acquire regional distributors to accelerate
growth in the market and gain expertise
- Focus on saving overhead costs
- No metrics on Deere performance (and vice versa)
- Different market needs its own culture, therefore
the organisation needs to be isolated from Deere
and have its own control - Organisation should be Opaque to Deere to avoid
upsetting existing business
- Uses John Deere processes where appropriate, but
have processes where these are more appropriate
29Business outcome
- What did they do in the end?
- Created JDL as a distributor of green industry
products to green industry contractors as a
separate organisation (2000) - Acquired McGinnis Farms (2000) and Richton
International (2001) - Created a credit financing package through John
Deere Credit for JDL customers to offer to
clients (2002) - What difference did it make?
- JDL is the leading distributor in the green
industry in the US in its 12 target states - JDL is starting to generate pull-through business
to John Deere itself - How have they been successful?
- In 2005, John Deere had revenues of 21.9bn
(9.7bn in 1999) and profits of 1.45bn (239m in
1999) - 225 growth in revenue and 605 growth in
profits - JDL is meeting its profitability and ROI targets
- What are the remaining issues/concerns?
- Many stores still need to be updated after the
take over of Richton International - What lessons can be taken from this?
- Customers will only give a company money if they
increase their revenues or remove inefficiencies
in their processes. - What is the cash value of a brand and where is in
the value chain is it realised? - New markets require new organisations with their
own metrics, processes and culture
30Greeley Hard Copy, Portable Scanner - A
31Greeley Hard Copy, Portable Scanner - A
- You are Phil Faraci and your challenge is
- to figure out, with the help of Oman, the
portable team, and the flatbed managers, how to
make it all work - Where appropriate analyse the situation by asking
yourselves the questions in the 8 focus areas - Recommend what to do
- 3 slides max
- 1 slide on diagnosing state of current business
- 1-2 slides on what to do next
- Hint in 15mins quickly cover all 8 areas and
identify where the major problems are then focus
your attention on those areas.
32Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Phil Faraci
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
33Greeley Hard Copy, Portable Scanner - A
34Greeley Hard Copy, Portable Scanner - A
35Greeley Hard Copy, Portable Scanner - A
36Greeley Hard Copy, Portable Scanner - A
- Target customer group not well defined and what
focus they have keeps changing
- Given that the other 3 are changing there is no
hope that BD is clear
- SI is changing over time and nobody has realised
what is their ambition for portable scanning
technology???
- Technology base is not fixed
37Execution
- Ownership of opportunity changing
- Movement of execs destabilising development
- GHC judged on H1 which does notencourage H2-3
investment
- Too strong tech focus (RD knows best)
- Over-reliance on consensus style
- No clear process for approval
38Recommendations
- Organisation give portable scanner initiative a
dedicated team reporting directly to Faraci with
a clear exec owner, investment budget, mandate
and metrics that are distinct from those in
flatbed team. Do NOT create independent division
unless it is as part of a group of strategic
investments/growth initiatives. - Metrics measure/reward exec owner and team on
- confirming/finalising Market Insight, Strategic
Intent and Business Design with intent on product
development - Development and launch of product.
- Culture/Organisation establish approach for
managing expectations on nascent Portable
Scanning business including target market,
strategy, timing, revenue. - Process Define and implement processes for H2-3
product development, involve but bracket
influential tech groups.
39Greeley Hard Copy, Portable Scanner - B
- You are Phil Faraci and your challenge is
- make a recommendation to John Stedman, the
business unit manager, about how to ensure that
the portable initiative his child prodigy
continued on its path towards success. - Analyse the situation by asking yourselves the
questions in the 8 focus areas - Recommend what to do
- 3 slides max
- 1 slide on diagnosing state of current business
- 1-2 slides on what to do next
- Reading will take 25-30mins
40Greeley Hard Copy, Portable Scanner - B
41Greeley Hard Copy, Portable Scanner - B
42Greeley Hard Copy, Portable Scanner - B
- You are Phil Faraci and your challenge is
- make a recommendation to John Stedman, the
business unit manager, about how to ensure that
the portable initiative his child prodigy
continued on its path towards success. - Analyse the situation by asking yourselves the
questions in the 8 focus areas - Recommend what to do
- 3 slides max
- 1 slide on diagnosing state of current business
- 1-2 slides on what to do next
- Reading will take 25-30mins
43Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Phil Faraci
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
44Greeley Hard Copy, Portable Scanner - B
45Greeley Hard Copy, Portable Scanner - B
- Good market data but late agreement on price
point (and not good exec buy-in)
- Faraci apparently changing opinion
- Business model not driving thinking
- Insufficient focus on costs
- Faraci apparently changing opinion
- SI implicit but not articulated
46Execution
- Clear ownership/responsibility by Faraci
- Budget issues affecting both (Faraci trying to be
even handed)
- Faraci allowing H1 impacts on PCC
- GHC judged on flatbeds
- Strong culture of high-performance and innovation
- Process for managing costs not clear
47Recommendations
- Organisation
- Recommend keeping PCC within GHC to avoid
premature exposure when rough financial period is
forecast - Detailed briefing for Stedman in which market
requirements, pricing and strategy are clear - Business design
- Undertake review of projected costs
- Request additional sensitivity analysis on
pricing - Establish SWAT team to identify funds (eg
Marketing) for project continuation and
sensitivity analysis over funding/revenue
projections - Culture/Organisation
- Continue programme of education on nascent
Portable Scanning business including target
market, strategy, timing, revenue
48Greeley Hard Copy, Portable Scanner - C
49Follow The Pill!
Example from How to Grow When Markets Dont
Adrian Slywotzky and Richard Wise
50Cardinal Health, Inc., has transformed itself
into the undisputed leader of products and
services that improve the quality and efficiency
of care for the entire health care spectrum -
from drug researchers and developers to health
care administrators, pharmacists, nurses,
physicians, and surgeons.
Market focus Health care
History Founded in 1971 by Robert D. Walter
Number of employees more than 55,000 42 reside outside the United States
Annual sales 74.9 billion (Before special items and discontinued operations)
Global reach Business operations on six continents
Status 16 on the Fortune 500
Â
51Business challenge
- What problems are they facing what do they have
to overcome? - US market double digit revenue growth BUT
- Falling margins due to growing power of customer
base severe price squeeze - Commoditisation - lack of differentiation
- Ever more demanding cost efficiencies to stay
afloat - Finding investment for growth, RD, shareholder
dividends - How did they recognise the problem?
- Market average Gross Margin plummeting from 10
to 4 in ten years - Market average Net Margin squeezed to around 1
- No obvious growth path
- How did they approach addressing the problem?
- Realisation that Cardinal was ideally placed to
view, understand exploit the economics
challenges emerging in the downstream upstream
healthcare industry
52Strategy - Issues/challenges/changes
- Market Insight
- Booming Market with growing demand but falling
margin - International expansion not viable
- Surveyed Market place and identified Customers
need to - control costs
- address internal skill shortage (Hospitals)
- improve antiquated systems processes
(Hospitals) - combat rising litigation
- Internal drug distribution management for
hospital pharmacies
- Business Design
- Service Provision model
- Automated dispensing
- ease of revenue collection
- inhibits competitor entry
- Complete pharmacy management service (currently
400 hospitals more than all other competitors
combined
- Automated drugs dispensing for hospitals
- Strategic Intent
- Create value to client by broadening from drug
distribution to valued partner - Follow the Pill
- Internal drug distribution management for
hospital pharmacies
- Inventory control and management
- Innovation
- Exploited value add surrounding Cardinal
products - Deployment of Cardinal skills resources within
the Customers organisation - Sequence of growth paths downstream vs upstream
- Value add surgical supplies distribution
- Revenue collection system for dispensed drugs
- Secondary use of data collected in the course of
the above
- Drug formulation testing manufacturing
packaging
53Execution - Issues/challenges/changes
- Organisation
- Measured sequenced In-organic Growth 60
acquisitions in 20 years) - Acquisitions rapidly reshaped to Cardinal fit
- No dedicated corporate unit in charge of growing
new business - Incubating new business ideas ring-fenced
- Metrics
- Managers incentivised on H1 and H3 metrics
- Culture
- Ambidextrous Business H1 AND H3
- All have stake in success of growth
- H1 business lines with no H3 ideas frowned upon
- Everyone builds the issue of growth into every
days decisions
- Process
- Self-reinforcing cycle growth -gt more
opportunities - H1 business efficiency enables funding of growth
- Strategic Spending pool of growth investment
fund - Investment pool first priority in annual budget
setting
54Business outcome
- What did they do in the end?
- Exploited deep market knowledge downstream and
upstream to add value surrounding existing
products - Leverage of existing assets
- Judicious and prudent in-organic growth
- What difference did it make?
- Cardinal now dominates automated drugs dispensing
market with powerful barriers to entry - Diversification around their centre of expertise
- Development and leverage of higher level
relationships up downstream - How have they been successful Period 1991 to
2001 - 1991 earnings all from distribution In 2001 half
from distribution rest from new business BUT also
distribution market share increased from 4 to
29 in same period - Compounded annual rate of revenue growth 40
(double nearest competitor) - Market value growth run at 49 (double nearest
competitor) - What are the remaining issues/concerns?
- How to grow what is now a 50b company to 100b
- Realisation that such growth will require a
different formula to that used to get to 50b - What lessons can be taken from this?
- Maintain H1 business healthy seriously
efficient to help fund new growth - Incentive for new growth embedded in day-to-day
culture, process metrics - Ring-fence Incubating H3 business
55 56Battle of Jutland/Battle of Skagarrak 1916
57Nordstrom Employee handbook
- WELCOME TO NORDSTROM
- Were glad to have you with our Company
- Our number one goal is to provide outstanding
customer service. - Set both your personal and professional goals
high. - We have great confidence in your ability to
achieve them. - Nordstrom Rules
- Rule 1 Use your good judgment in all
situations. - There will be no additional rules.
- Please feel free to ask your department manager,
store manager or division general manager any
question at any time.
58Charlotte Beers at Ogilvy Mather Wordwide - A
59Charlotte Beers at Ogilvy Mather Wordwide - A
- You are Charlotte Beers and your challenge is
- what course of action in 1994 would provide
the best stewardship of the Ogilvy brand. - Analyse the situation by asking yourselves the
questions in the 8 focus areas - Recommend what to do
- 3 slides max
- 1 slide on diagnosing state of current business
- 1-2 slides on what to do next
- Hint in 15mins quickly cover all 8 areas and
identify where the major problems are then focus
your attention on those areas.
60Charlotte Beers at Ogilvy Mather Wordwide - A
61Charlotte Beers at Ogilvy Mather Wordwide - A
- You are Charlotte Beers and your challenge is
- what course of action in 1994 would provide
the best stewardship of the Ogilvy brand. - Analyse the situation by asking yourselves the
questions in the 8 focus areas - Recommend what to do
- 3 slides max
- 2 slides on what is going well/what is going
badly - 1 slide on what to do next
- Hint in 15mins quickly cover all 8 areas and
identify where the major problems are then focus
your attention on those areas.
62Charlotte Beers at Ogilvy Mather Wordwide - A
63Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Charlotte Beers
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
64Charlotte Beers at Ogilvy Mather Wordwide - A
65Charlotte Beers at Ogilvy Mather Wordwide - A
- Target business well defined multinational corp
accounts with brand stewardship issues
- Cost structures need addressing
- Clearly stated To be the agency most valued by
those who most value brands (etc)
- USP associated with LOCAL interpretation of
agreed GLOBAL brand stewardship
Summary.actually, at this point they arent too
bad herebut
66Execution
- Retraining/education on BrandPrints needed at
regional/local level - Worked examples required for internal confidence
- Over-reliance on small team of execs
- Read the vision again how is this translated
into organisation??? Not yet achieved and needs
fixing.
- Exec compensation not aligned with brand focus
and over-emphasis on regional/country bonus
needs to be changed to reflect new business focus - All incentives need to reflect local-central
interaction/collaboration
- Lack of challenges to each other/current
activities - Culture of non-confrontation and low expectations
needs to be addressed actively challenge
mediocre behaviour (including customers)
- Process of vision creation not well defined
- Process to support global business structures and
finance/cost management
67Recommendations
- Metrics
- WCS and regional executives to be compensated on
brand stewardship activities - Local offices to be compensated for collaboration
in WW initiatives - Milestones for adoption/achievement in Brand
Stewardship needs to be defined at Global and
Local levels this will provide basis for
showing how the vision is being realised - Culture/Organisation
- Appoint a COO.
- Local teams given confirmation of their value and
mandate as part of a global brand activity - Education required and promulgation of
best-practice for brand stewardship/brandprints - Process
- Education content/programme required on how to
engage with clients on Brand Stewardship
engagements with worked examples - Ongoing reviews of uptake characterised by
region/location - Ongoing review of cost base central and regional
68Charlotte Beers at Ogilvy Mather Wordwide - B
69Charlotte Beers - Update
- WASHINGTON (CNN) -- The mastermind of U.S. public
diplomacy efforts in the wake of the terrorist
attacks of September 11, 2001, resigned from her
State Department post Monday. - Charlotte Beers, a former top advertising
executive who joined the department shortly after
September 11, is leaving shortly "for health
reasons," Secretary of State Colin Powell said in
a written statement. - Another U.S. official told CNN her departure was
connected to problems she encountered in the job.
Beers, 67, took office to spearhead a public
diplomacy campaign aimed at winning the hearts
and minds of the Muslim world. But she attracted
little praise for her efforts, and was attacked
in the media, by various think tanks and by
members of Congress. U.S. officials also
complained privately that though Beers spent a
lot of money on slickly produced media ads, she
did not understand her target audience
Muslim-majority countries where anti-American
sentiment runs high. "She was failing," the
official said. "She didn't do anything that
worked." Beers, whose title was undersecretary
of state for public diplomacy, acknowledged to a
Senate committee Thursday that her task was
daunting, The Associated Press reported. "The
gap between who we are and how we wish to be
seen, and how we are in fact seen, is
frighteningly wide," Beers told a Senate Foreign
Relations Committee hearing. Beers' "Shared
Values" campaign -- television ads portraying
American Muslims in their daily life -- was
criticized in the few countries it was
introduced. The series was eventually suspended
when several Arab countries refused to broadcast
the ads.
70GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
71Summary and conclusions
72Some good general reading
- ISBN
- The Profit Zone 0812933044 Adrian
Slywotzky - Profit Patterns 0471979716 Adrian
Slywotzky - How To Grow When Markets Don't 0446692700
Richard Wise, Adrian Slywotzki, Karl Weber - Adaptive Enterprise 0875848745 Adrian
Slywotzky - The Alchemy of Growth 1587990237 Mehrdad
Baghai, Stephen Coley, David White - Blink The power of thinking without
thinking 0141014598 Malcolm Gladwell - The Wisdom of Crowds 0349117071 J
Surowiecki
73You
- What did you experience as you went through the
exercises? - What did you learn?
- What would you look for next time?
- What difference could it make to what you are
doing in your day-to-day business?
74Summary
- We run a workshop to solicit insight into these 8
areas to advance the thinking of the business
owner and highlight any issues. - It takes us 2-3 days to run the workshop and 2-3
weeks to follow up on the resulting actions for
clarification/data/evidence. - By week 4 we can usually make a recommendation
to the business on whether/how to progress the
opportunity.
75Summary
- A good business owner/manager operates across
all 8 of these areas and identifies the key
issues and appropriate resolutions we need to
bring this clarity of thinking to our work,
propositions and the other LoBs.