learnppt.com PowerPoint Diagram Pack Creative Thinking in Strategy Development Check out our site for all your PowerPoint needs! http://learnppt.com ± Find our ebook on creating effective and professional presentations. Covers basic to advanced concepts, includin g storyboarding, diagramming, and the Consultin g Pr esentation Framework. http://learnppt.com/powerpoint-- Shop our catalog of Di agram Packs. We try to add more Packs monthly. All of our diagrams are professionally designed by ex-management consultants from top firms. Strategy Development is creative process. However, creativity is not a natural process and, therefore, it isn¶t easy for an organization to incorporate creative thinking into its Strategy Development process. This document details various ways to foster creative thinking within Strategy Development. Problem Idea A Idea B Weak Solution Idea C Idea Idea Idea Idea Idea Idea Breakthrough Solution Idea Idea Reproductive thinkingProductive thinking
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8/4/2019 Creative Thinking in Strategy Development
The diagrams in this pack are to be used by the original buyer only.learnppt.com
Timing is important²frequency, duration, and calendar all influencethe outcome of Strategy Development efforts
C onstraints I mplications
FREQUENCY
C reative processes do not respond well to routine(routine processes produce
routine results).
Developing a new strategy every year is rather unproductive ±conduct a full ground-up strategy development every3-5 yearsdepending on environment volatility
Alternate with strategic conversations on specific themes or
related to new events (including scenario planning) as part of strategic review process
TIMEALLOCATION
S trategy development is aided by good conversations.
Quality of conversationsimprove when people havetime to prepare in advanceand incubate af terwards.
Ensure sufficient time allocated by senior executive teamthroughout the process
Spread senior executive level conversations out over a period of months
CALENDAR
F inancial planning and budgeting process tend todominate conversations and increase f ocus on short term priorities
Disconnect strategy development effort from financial planningand planning activities in general
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8/4/2019 Creative Thinking in Strategy Development
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A diverse team bringing complementary vantage points will deliver better results
K ey Roles within I nnovation SWAT T eam
Activity Prof ile Role
LEARNING Anthropologist Bring new learning and insights by observing humanbehavior and developing a deep understanding of howpeople interact physically and emotionally withproducts, services, and spaces.
E xperimenter Prototyping new ideas continuously, learning by aprocess of trial and error.
C ross-pollinator Exploring other industries and cultures searching for cues.
ORGANIZING H urdler Overcoming and outsmarting roadblocks for innovation.
C ollaborator Bringing eclectic groups together.
Director Gathering cast and crew to spark creative talent.
BUILDING E xperience Architect
Designing compelling experiences that go beyondmere functionality to connect to a deeper level withcustomer latent or expressed needs.
S et Designer Creating a stage on which innovation team can do their best work.
C aregiver Building on metaphor of healthcare profession to give
customer care in manner that goes beyond merecustomer service.
S toryteller Building internal and external awareness throughcompelling narratives that communicate human valueor reinforce specific cultural trait.
Source: Thomas Kelley et al., µThe Ten Faces of Innovation : IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization¶ , Reed Business Information
�M
ore is better.
� Diversity/mixquality.
� Intimacy withissue at stake.
E ach speci f ic situation will require a di ff erent mix of skills.
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8/4/2019 Creative Thinking in Strategy Development
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To drive shifts in mindset, we can use uncertainties to plan out variousscenarios «
Developing S cenarios
Each axes of uncertainties are expressed in terms of its most extreme outcome.
Scenarios are developed, combining various possibleextreme outcomesa.
Potential Outcomes
A (Favorable) B (Unfavorable)
US opportunitypotential
Good (>125%reserves
replacement)
Limited (<100%reserves
replacement)
Producingcountry stability
Stable Unstable
Globaleconomicgrowth
Slow Moderate-high
Openness Regulated Unregulated
Politicalinfluence
Free market Interventionist
Environmental Weak Green Strong Green
Scenarios
BaseCase
GlobalInstability/Local
Protect.
GasBloodBath
USGrowth
USopportunitypotential
A B B A
Producingcountrystability
A B A B
Global Eco.growth A A B A
Openness B A B B
Politicalinfluence B B A B
Environ-mental A B B A
a Usually starts by producing all possible scenarios and then select the 2-5 presenting the most: consistency (plausible), relevance (realistic), challenge (posing a challenge),distinctiveness (presenting different enough configurations).
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8/4/2019 Creative Thinking in Strategy Development
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Here is an example of using Decision Analysis to evaluate a level 2 uncertainty scenario
Assessing O ptions ± Level 2 Uncertainty E xample
MagicCo facing potential entry of competitor Globalco in home market which would introduce a new retail formatcompeting withMagicCo¶s traditional format ± assessing relative attractiveness of preemptive move throughlaunching full scale chain competing with GlobalCo¶s position or hedging risks with launch of pilots.
MagicCo
GlobalCo
GlobalCo
GlobalCo
MagicCo
Do nothing
Inv=$0
F ull scale launch
Inv=$200M
Pilots launch
Inv=$65M
MagicCo
($500M)
$0
($275M)
($125M)
E nter (p=90%)
Do not enter (p=10%)
E nter (p=2 0%)
Do not enter (p=80%)
E nter (p=30%)
Do not enter (p=70%)
($300M)
($450M)
($150M)
$0
Go f ull scale
Go f ull scale
Do not
Do not
($450M)
($355M)
($155M)
Pay-off to MagicCo
Source: Adapted from Courtney, H. et al. (1997), Strategy Under Uncertainty
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8/4/2019 Creative Thinking in Strategy Development