Assess and Prioritize
0 likes155 views
The document outlines strategies for adapting to changes in consumer expectations amid crises, emphasizing the need to focus on core customer needs rather than frills. It describes the concept of being 'liquid' as essential for organizational adaptability and outlines the importance of structured planning and alignment among leadership. Insights from industry leaders highlight the urgency for companies to streamline operations and drive efficiencies to meet evolving demands.
Assess and Prioritize
- 1. Proprietary and Confidential. Not for reproduction or distribution without prior written consent. FROM CRISIS TO MOMENTUM The Future of Work Webinar Series ASSESS AND PRIORITIZE Proprietary and Confidential. Not for reproduction or distribution without prior written consent.
- 2. 2 Rethinking the Future of Work: Five Areas of Focus Rethink the Future Build Trust Every Single Day Invest in Leaders Assess and Prioritize Double Down on Culture
- 3. 3 Kieran Colville. PRINCIPAL Anika Latif. PRINCIPAL Hello and welcome!
- 4. 4 Operating as Omnicom Group’s global Change Consultancy 21 YEARS Percentage of core Daggerwing clients in the Fortune 500 70% FORTUNE 500 Breadth of countries where Daggerwing has worked with clients over the past 3 years 35 COUNTRIES *2019 ALM Intelligence Vanguard report * 4
- 5. 5 “Management is doing things right; leadership is doing the right things” – Peter Drucker
- 6. 6 HOW ARE YOU/ YOUR TEAMS DELIVERING ON CONSUMER EXPECTATIONS? WHAT PARTS OF YOUR BUSINESS HAVE BEEN SLOW TO ADAPT TO THE CRISIS? HOW DO YOU GET YOUR LEADERS TO PLAN FOR WHAT’S COMING UP AMID A CRISIS? 1 2 3
- 7. 77 HOW ARE YOU/YOUR TEAMS DELIVERING ON CONSUMER EXPECTATIONS? Question #1
- 8. 8 “41% of consumers say they would turn to less familiar brands rather than wait until a product is restocked” – Yotpo
- 9. 9 Companies have been quick to see this change, and adapt their strategies to prioritize their offerings “ We are keeping up with the surge in demand by simplifying. By taking care of basics and not worrying about all the bells and whistles.” – CEO, top beverage company “ We are studying customer reaction to the slimming down of our regular menus to see if we should be dropping some items permanently.” – CEO, major restaurant conglomerate “ We are taking the opportunity to discontinue some items that have few fans or are complicated to produce. This is allowing our factories and distribution networks to become more efficient.” – CEO, leading CPG company 1 2 3 Meeting the consumers EVERY 'want' is taking a back seat for companies who are focusing on delivering on CORE 'needs'
- 10. 10 Assess what the customer NEEDS now, and what they will WANT in the future Prioritize the areas you already win to drive efficiencies TODAY If you're not thinking about the future NOW, you are already behind Responding to changing customer expectations
- 11. 1111 WHAT PARTS OF YOUR BUSINESS HAVE BEEN SLOW TO ADAPT TO THE CRISIS? Question #2
- 12. 12 ZOOM SECURITY/ PRIVACY CONCERNS HIGHLIGHTED THE FAILURE OF THE “JUST IN TIME” TOILET PAPER MANUFACTURING PROCESS What do you do when you’re faced with opportunities that directly conflict with your operating model?
- 13. 13 Being LIQUID is an organizational state GASEOUS • Lacking direction • Speed without focus • Lack of customer insight • Pivoting to many directions at once • Confused employees SOLID • Having an unresponsive strategy • Bound by rules and bureaucracy • Internally focused • Slow to respond • Employees disengaged LIQUID • Having clear purpose • Reacting fast • Anticipating future customer needs • Pivoting to a new direction • Employees empowered and enabled
- 14. 14 Being Liquid requires applying 4 capabilities into the 5 factors of your organization RESEARCHED LIQUID CHANGE CAPABILITIES DIALED-INTRANSPARENT AGILEPIONEERING ORGANIZATIONAL FACTORS Strategy and Business Planning Senior Leadership Style Organizational Structure Workflow and Accountabilities People and Capability
- 15. 15 Strategy and Business Planning Senior Leadership Style Organizational Structure Workflow and Accountabilities People and Capability DIALED-IN TRANSPARENTAGILE PIONEERING Assessing how Liquid your business is today will inform targeted action
- 16. 1616 HOW DO YOU GET YOUR LEADERS TO PLAN FOR WHAT’S COMING UP AMID A CRISIS? Question #3
- 17. 17 More than 50% of people miss new details or changes to old info when in a crisis mindset. It’s called inattentional blindness.
- 18. 18 MANAGING LEADING From Crisis Management to Leadership Momentum Taking a narrow view Seeing the bigger picture Subjectivity Objectivity Over-centralizing Aligning and joint decision-making Focusing on operational details Focusing on people and impact TO TO TO TO
- 19. 19 You need a structured approach to planning and prioritizing
- 20. 20 HOW ARE YOU/ YOUR TEAMS DELIVERING ON CONSUMER EXPECTATIONS? WHAT PARTS OF YOUR BUSINESS HAVE BEEN SLOW TO ADAPT TO THE CRISIS? HOW DO YOU GET YOUR LEADERS TO PLAN FOR WHAT’S COMING UP AMID A CRISIS? 1 2 3
- 21. 2121 Questions?
- 22. 22 JOIN US IN TWO WEEKS AS WE CONTINUE OUR RETHINKING THE FUTURE OF WORK WEBINAR SERIES ON: “INVESTING IN LEADERS”
- 23. Proprietary and Confidential. Not for reproduction or distribution without prior written consent. THANK YOU Kieran Colville CONTACT INFO kcolville@daggerwinggroup.com Anika Latif alatif@daggerwinggroup.com 23