Food for Thought about the Next-Generation Organizations

 

 

 

 

 

 

 

Category Archives: Strategy

Et si Change4win était conçu pour “servir l’important” et faciliter la mission du “Chief Chaos Officer” d’Olivier Zara ?

Faut-il créer un poste de Chief Chaos Officer ? – Management de l’intelligence collective

Extrait du livre “La stratégie du Thé, agilité, innovation et engagement dans un monde digital, incertain et complexe” : Un leader paradoxal se sentirait moins seul pour relever les 7 défis s’il pouvait compter sur l’aide d’un Chief Chaos Officer qu’on pourrait traduire par Directeur du Chaos. Il s’occuperait de l’important (concevoir) tandis que la logique de l’Ordre est centrée sur l’urgent (exécuter). Il s’agirait donc de créer une fonction spéciale : un gardien de l’important.

The Big Lie of Strategic Planning

Strategic plans become the budget’s descriptive front end, often projecting five years of financials in order to appear “strategic.” But management typically commits only to year one ; in the context of years two through five, “strategic” actually means “impressionistic.”

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This exercise arguably makes for more thoughtful and thorough budgets. However, it must not be confused with strategy. Planning typically isn’t explicit about what the organization chooses not to do and why. It does not question assumptions. And its dominant logic is affordability ; the plan consists of whichever initiatives fit the company’s resources.
The bottom line, therefore, is that the predictability of costs is fundamentally different from the predictability of revenue. Planning can’t and won’t make revenue magically appear, and the effort you spend creating revenue plans is a distraction from the strategist’s much harder job : finding ways to acquire and keep customers.

The Big Lie of Strategic Planning

A detailed plan may be comforting, but it’s not a strategy.

Designing the Machines That Will Design Strategy

No matter how advanced technology is, it needs human partners to enhance competitive advantage. It must be embedded in what we call the integrated strategy machine.

An integrated strategy machine is the collection of resources, both technological and human, that act in concert to develop and execute business strategies. It comprises a range of conceptual and analytical operations, including problem definition, signal processing, pattern recognition, abstraction and conceptualization, analysis, and prediction.

Designing the Machines That Will Design Strategy

Leaders should start by asking five questions.

DOSSIER – Méthode BALANCED-SCORECARD ou comment intégrer un pilotage par processus – Tout pour manager

Le principe du Balanced Scorecard ou tableau de bord prospectif (TBP) est avant tout une méthode de construction de tableaux de bord incluant non seulement les éléments financiers traditionnels, mais également des indicateurs clefs de leur mise en œuvre.

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Norton et Kaplan ont identifié quatre étapes fondamentales dans le choix et la mise en place du TBP :
– La formalisation de la stratégie de l’entreprise
– La définition des indicateurs (permettant de visualiser les points-clefs de la stratégie),
– Le calcul des indicateurs,
– La mise en place d’une stratégie de management autour du TBP.

DOSSIER – Méthode BALANCED-SCORECARD ou comment intégrer un pilotage par processus – Tout pour manager

Ce dossier va vous permettre de vous familiariser avec les grands principes du modèle BSC mais aussi et surtout de comprendre pourquoi un projet de pilotage doit, pour être fonctionnel et opérationnel, intégrer les 3 axes fondamentaux décrits ci après. Préalable Les tableaux de bord, les méthodes analytiques, les principes de reporting classiques, qui prennent …

RBM is a management approach aimed to improve management effectiveness and accountability in achieving results.
RBM is focused on chain results : output, outcomes, and impact.

The key features are :
1 : Analyzing problems and determining their causes ;
2 : Identifying measurable changes (results) to be achieved based on problem analysis ;
3 : Designing strategies and activities that will lead to these changes (results) ;
4 : Balancing expected results with the resources available ;
5 : Monitoring progress regularly and adjusting activities to ensure results are achieved
6 : Evaluating, documenting and incorporating lessons learned into next planning phase ;
7 : Reporting on the results achieved and their contribution to achieving goals ;

ICT-07-IFA PowerPoint

Putting the Balanced Scorecard to Work

Innovation and Improvement :
The innovation and learning objectives are intended to drive improvement in financial, customer, and internal process performance. At Rockwater, such improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internal work processes.

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The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement of several key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.

Putting the Balanced Scorecard to Work

What do companies like Rockwater, Apple Computer, and Advanced Micro Devices have in common ? They’re using the scorecard to measure performance and set strategy.

Transform – or Die ! Do You Own the Future ?

“Four global megatrends drive business today : Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Why does transformation matter ? Stay relevant, survive and prosper !”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The language of innovation and how people understand the term is vague and fuzzy at best ; dangerous at worst. This can cripple organizations.”
“There is no such thing as an innovation culture. If you can’t even develop a common language and understanding around the term innovation, how can you then create a culture around it ? Answer : You can’ so stop talking about an innovation culture !”

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“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Strong organizations do four things very well : They listen, adapt, experiment and execute better than their competitors.”
“Corporate transformation. How do you get started ? What is the right structure ? Experiment ! A hint : Go all in on digital !”
“Work with the unusual suspects – internally as well as externally.”
“External collaboration can only reach its full potential when all business functions get involved. Go beyond products and technologies ; solve challenges, but don’t forget to pursue opportunities.”
“Learn to communicate better and differently – or fail !”
”If you want to change the perception inside your organization, the outside voice is the most important.”
“Strong change teams know they can´t do it by themselves ; they become facilitators and integrators. Education is a key objective.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration : Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Everyone ask themselves a very simple question : What´s in it for me ? – know the answer before you start your initiatives.”

Transform – or Die ! Do You Own the Future ?

I am starting a movement for the people who own the future. The people who know about corporate transformation, digitalization and disruption– and can