![[ Try to find the best match between a
firm’s resources and capabilities (it’s strengths)
and the market opportunities. Defend against
threats by fortifying weaknesses. ]
Premise of Strategy Formulation
& Planning (for Growth):
Find a way to exploit opportunities better than
competitors.
Create a strategic plan to effectively execute
the strategy.](https://image.slidesharecdn.com/asptalk-150114115155-conversion-gate01/85/Asp-Talk-1-9-2015-12-320.jpg)
![Satisfy unmet
customer needs with
a new offering
Create value, deliver
value and/or capture
revenue in new ways
Provide a better
customer experience
via an existing offering
Satisfy related unmet
customer needs with
an existing offering
Improve value creation,
value delivery, and/or
revenue capture
Elevate the value
proposition of an
existing offering
Improve Extend Innovate
OfferingBusinessModel
Value Enhancement Value Innovation
[ Six Levers of Demand Creation ]](https://image.slidesharecdn.com/asptalk-150114115155-conversion-gate01/85/Asp-Talk-1-9-2015-25-320.jpg)
![Business Realities Potential for Demand Creation?
[ Entrepreneurial Insight Generator ]
Opportunity
& Threat
Discovery](https://image.slidesharecdn.com/asptalk-150114115155-conversion-gate01/85/Asp-Talk-1-9-2015-26-320.jpg)
![Value
Enhancement
Value
Innovation
Entrepreneurial
Insight
Demand Creation
Opportunity / Threat Discovery
Entrepreneurial
Mindset
[ Dynamic Growth System ]](https://image.slidesharecdn.com/asptalk-150114115155-conversion-gate01/85/Asp-Talk-1-9-2015-27-320.jpg)
Asp Talk 1/9/2015
- 1. INNODYNBusiness Growth Development ® Balancing Planned Growth and Dynamic Growth
- 2. Why Do Companies Fail 2014 Survey Results Top Three Reasons Why Established Companies Fail:
- 3. Management continued with a strategy that was no longer working for the company. (54.6%) #1 Reason Management focus was on executing a long-term strategic plan.
- 4. Company lost touch with the market and their customers. (51.5%) #2 Reason Management underestimated changes in the market and did not adapt to them appropriately.
- 5. Company had no entrepreneurial vision and no entrepreneurial capabilities. (51.4%) #3 Reason The workforce focus was primarily on executing a strategic plan.
- 8. Strategic Planning: Recent Headlines
- 9. What would the “fathers” strategic planning have to say? Igor AnsoffKenneth Andrews
- 10. An Inconvenient Truth: Under conditions of high uncertainty, traditional strategic planning becomes less effective Why?
- 12. [ Try to find the best match between a firm’s resources and capabilities (it’s strengths) and the market opportunities. Defend against threats by fortifying weaknesses. ] Premise of Strategy Formulation & Planning (for Growth): Find a way to exploit opportunities better than competitors. Create a strategic plan to effectively execute the strategy.
- 13. But what exactly constitutes a market “opportunity”?
- 14. For years opportunities have been defined within the context of industry analysis - supply side economics. The basis of competition has shifted to individual value propositions and business models - demand side economics.
- 15. This means that “opportunities” now reside within the business realities that can that can signal possibilities for improving, extending or innovating value propositions and business models. ....or in other words, Demand Creation
- 16. The strategy formulation and planning process is still largely conducted by a small group of senior managers. Burden of the Past: Legacy Behaviors They use SWOT, PESTEL and Competitive Intelligence to “identify” the best growth opportunities. They are most often wrong.
- 17. But, where there is a lot of uncertainty in the business environment, there is a high assumption-to-knowledge ratio High assumptions / low knowledge
- 18. Under conditions of high uncertainty, the best opportunities cannot be identified by passive analysis of reality. Rather, opportunities must be discovered by enacting on business realities. Inquiry, observation, collaboration, experimentation, etc.
- 19. Further, business realities are continually presenting companies with a steady stream of potential opportunities and some threats. Under conditions of high uncertainty, achieving the best match must be a dynamic process happening all the time. The Opportunity Stream
- 20. Proactively improving and innovation business models, offerings and strategies in timely response to changes in the business environment with the aim of maximizing profitable revenue. The Need for Dynamic Growth
- 21. The workforce must have an entrepreneurial mindset in order to discover highly profitable opportunities hidden in plain site. But what is an Entrepreneurial Mindset?
- 22. An entrepreneurial mindset is the ability to look at business realities from the perspective of demand creation possibilities.
- 23. The Enlightened Will See
- 25. Satisfy unmet customer needs with a new offering Create value, deliver value and/or capture revenue in new ways Provide a better customer experience via an existing offering Satisfy related unmet customer needs with an existing offering Improve value creation, value delivery, and/or revenue capture Elevate the value proposition of an existing offering Improve Extend Innovate OfferingBusinessModel Value Enhancement Value Innovation [ Six Levers of Demand Creation ]
- 26. Business Realities Potential for Demand Creation? [ Entrepreneurial Insight Generator ] Opportunity & Threat Discovery
- 27. Value Enhancement Value Innovation Entrepreneurial Insight Demand Creation Opportunity / Threat Discovery Entrepreneurial Mindset [ Dynamic Growth System ]
- 28. Uncertainty is not turbulence. It is opportunity! Reframe: Uncertainty is not something to be avoided. It is something to be exploited.
- 29. Balancing Planned Growth and Dynamic Growth What does it look like?
- 30. Dynamic strategic planning results in a more strategically agile and entrepreneurial organization that is able to move with the speed of business to continually discover and exploit the best growth opportunities and effectively respond to formidable threats.