13 may 2020 0 · 2020. 6. 2. · change align on long-term aspiration and strategic focus areas •...
TRANSCRIPT
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 0
Scott D. AnthonyInnosight
Senior Partner
David S. DuncanInnosight
Senior Partner
13 May 2020
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 1
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© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 2
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• “Flatten the economic curve” to ensure operational & financial solvency
• Understand and respond to short-term “job to be done” dislocations
• Act early to maximize future flexibility
• Identify, monitor & influence mid-term outcome-determining assumptions
• Respond to persistent “job to be done” dislocations
• Develop and deploy required capability and culture change
• Align on long-term aspiration and strategic focus areas
• Determine 10-15 long-term critical assumptions
• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap
PRESERVE THEPRESENT
(NOW)
1
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
2
OWN THE FUTURE(5+ YEARS)
3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 4
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 5
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 6
• “Flatten the economic curve” to ensure operational & financial solvency
• Understand and respond to short-term “job to be done” dislocations
• Act early to maximize future flexibility
• Identify, monitor & influence mid-term outcome-determining assumptions
• Respond to persistent “job to be done” dislocations
• Develop and deploy required capability and culture change
• Align on long-term aspiration and strategic focus areas
• Determine 10-15 long-term critical assumptions
• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap
PRESERVE THEPRESENT
(NOW)
1
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
2
OWN THE FUTURE(5+ YEARS)
3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 7
ACCELERATED DIGITAL MIGRATION HEALTHCARE REFORMATION SOCIOECONOMIC FRAGMENTATION
DislocatedTemporary
Protracted
DURATION
COVID-19’s IMPACT
Online learningContactless
payments
Online retail
Cyber-security
concerns
Tele-health
Universal online access
Onlinesubscription Digital
trans-formation
Healthinfra-
structure
On-demand
fooddelivery
Preventive healthcare
Alternate financingfor small business
Mental health
prioritized
Growing protection-ism andpopulism
Growing immigrant
populations
Global inter-dependency
of supply chains
Gap between rich and
poor
Ride-sharing and room
rentingWorsening
traffic congestion
in cities
Tele-commuting
Catalyzed
3 0 0Trends
5 0 +Trends
T O P
2 0
S T A G E 1
S T A G E 2
S T A G E 3
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CHANGE STICKS …
Look to the four areas of a ‘job spec’ to identify how big events drive short-term and lasting job-to-be-done dislocation
Telemedicine
Meetings & conferences
Contactless payments
How do new circumstances affectavailable solutions?
What new barriers impact decisionpathways and priorities?
What new solutions get the job done in sustainably better way?
How do customers rearrangehow they define quality?
Online education
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 9
CHANGE STICKS … AND INNOVATION HAPPENSOpportunities to start or scale innovations
that ‘reverb’ off the disruption
Financial Group
Companies that make bold moves can significantly outpace competitors
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 10
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 11
• “Flatten the economic curve” to ensure operational & financial solvency
• Understand and respond to short-term “job to be done” dislocations
• Act early to maximize future flexibility
• Identify, monitor & influence mid-term outcome-determining assumptions
• Respond to persistent “job to be done” dislocations
• Develop and deploy required capability and culture change
• Align on long-term aspiration and strategic focus areas
• Determine 10-15 long-term critical assumptions
• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap
PRESERVE THEPRESENT
(NOW)
1
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
2
OWN THE FUTURE(5+ YEARS)
3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 12
KEY MESSAGE: DO WHAT YOU SHOULD HAVE BEEN DOING ALREADY!
Doing more with less requires deep customer-centricity. You can’t do
more with less unless you know what more means. Find the job to be done!
It never has been easier to experiment, which makes it even more
important to do it with the proper discipline. Be DEFT, and have HOPE
Successful innovators don’t take risk, they smartly manage it. Share risk by embracing open innovation and find
smart ways to collaborate.
Focus resources on places where they can have the greatest impact. Kill zombies projects. You should have
done it already; you must do it now.
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 13
Questions?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 14
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 15
• “Flatten the economic curve” to ensure operational & financial solvency
• Understand and respond to short-term “job to be done” dislocations
• Act early to maximize future flexibility
• Identify, monitor & influence mid-term outcome-determining assumptions
• Respond to persistent “job to be done” dislocations
• Develop and deploy required capability and culture change
• Align on long-term aspiration and strategic focus areas
• Determine 10-15 long-term critical assumptions
• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap
PRESERVE THEPRESENT
(NOW)
1
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
2
OWN THE FUTURE(5+ YEARS)
3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 16
Even when teams seem to be aligned, THEY ARE OFTEN DIV IDED in underlying ways. Bringing those divisions to the surface is the first step in creating ENDURING AL IGNMENT and a powerful GROWTH STRATEGY
“Unite Your Senior Team,” Harvard Business Review, Nov-Dec 2018; B. Kümmerli, S. Anthony, and M. Messerer
Establish a common ground
Expose misalignment Get physical1 2 3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 17
Develop full list of underlying variable
Develop qualitative scenarios of broad economic impact
Identify specific outcome-determining assumptions (ODAs)
Build simplified scenarios based on
ODAs
Model specific economic implications
Assess impact on identified strategic
focus areas
Synthesize and integrate into adaptive
response strategy
Create causal model to identify tipping points
and triggers
What could impact the economy and your markets?
What would a W, L, V, or U mean for you?
Which assumptions have the most impact on the future?
What are 3-4 simplified possible futures?
What has the biggest impact on the ultimate scenario?
What specifically would this mean for your business?
What specifically would this mean for your big bets?
What do you have to do tomorrow to get ready?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 18
Set and enforce clear guidelines
Use enabling digital tools
Full visibility, full inclusivity
The digital silver lining
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 19
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 20
• “Flatten the economic curve” to ensure operational & financial solvency
• Understand and respond to short-term “job to be done” dislocations
• Act early to maximize future flexibility
• Identify, monitor & influence mid-term outcome-determining assumptions
• Respond to persistent “job to be done” dislocations
• Develop and deploy required capability and culture change
• Align on long-term aspiration and strategic focus areas
• Determine 10-15 long-term critical assumptions
• Determine connecting near-term “curve-bending” activities and integrate into strategic roadmap
PRESERVE THEPRESENT
(NOW)
1
DEVELOP A RAPIDRESPONSE STRATEGY
(6-18 MONTHS)
2
OWN THE FUTURE(5+ YEARS)
3
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 21
70:20:10CULTURE CANVAS
TEAM TEMP
GANDALF SCHOLARSHIP
MEETING MOJO
WRECKOON
KIASU COMMITTEE
JOY SPACE
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B E A NBEHAVIOR ENABLERS
Direct ways to encourage and enable behavior change
ARTIFACTSPhysical or digital objects to reinforce behavior change
NUDGESIndirect ways to encourage
and enable behavior change
RitualsChecklists
Coaching
Community App
Gamification
Choice architecture
Stories
Screen savers
Prizes Office design
Desktop objects
Avatars
Tokens
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 23
We lack clarity about our most critical
assumptions
We play “shoot the messenger” so no one
shares bad news
We fall prey to groupthink or decision making by HIPPOs and ZEBRAs
#MONKEYFIRST
ATLASSIAN
PREMORTEM
SUPERCELL
CHEERS TOFAILURE
PIXAR
BRAINTRUST
DBS
WRECKOON
SPOTIFY
BETS BOARD
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 24
What changes are likely to
stick?
What should strategic
innovators do?
How should leaders address
uncertainty?
How can leaders maintain and build culture?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 25
Questions?
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 26
The Deceptions of Disruption
1. In customers we trust
2. The data says we are safe
3. Our shareholders won’t let us
4. Our people can’t do it
5. Innovation is risky
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 27
“Now isn’t the right time”
© 2020 INNOSIGHT CONSULTING, LLC AND/OR ITS AFFILIATES 28
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[email protected]/in/scottdanthony
[email protected]/in/davidscduncan