Talk given at ECONA Stavanger, May 2012.

2. Strategiverktøy
for morgendagens
entreprenører, risikosøker
e
og pirater

8. What if you could
change the future of
your company?
Where would you
begin?

9. har akkurat
kjøpt 150 stk.
til alle sine
norske ledere.
…før boken er
kommet i salg…

11. How many
business models
can you think of for…..?

12. How many
business models
can you think of for a
COW?

18. CowParade is the largest and most
successful public art event in the world
• CowParade events have been staged in over 75 cities worldwide since
Chicago in 1999. Our host cities include New York City (2000) – Houston
(2001) – London (2002) – Tokyo (2003, 2006 and 2009) – Dublin (2003) –
Prague (2004) – Sao Paulo (2005 and 2010) -Mexico City (2005) -Buenos Aires
(2006) -Boston (2006) – Denver (2006) – Moscow (2006) – Paris (2006) -Cape
Town (2006) -Milan (2007) – Istanbul (2007) – Madrid (2009) – Taipei (2009)
– Lima (2009). Xiamen, China (2010) – Rome (2010) -Margaret River, Australia
(2010) – Rio de Janeiro (2011) – Austin (2011).
• Over 300 million people in 32 countries have seen
at least one CowParade exhibit.
• In excess of $30 million has been raised by CowParade for worldwide
charitable organizations.

21. ‘’The single biggest barrier
to strategic
innovation
is the limits
of our minds’’

22. Spark Strategic Imagination.
- Professor Johan Roos

24. What is Strategy?

26. There were six men of Hindustan, The fourth reached out an eager hand,
to learning much inclined, and felt above the knee,
Who went to see an elephant, "What this most wondrous beast
though all of them were blind, is like is very plain" said he,
That each by observation "'Tis clear enough the elephant
might satisfy his mind. is very like a tree."
The first approached the elephant, The fifth who chanced to touch the ear
and happening to fall said, "E'en the blindest man
Against his broad and sturdy side, Can tell what this resembles most;
at once began to bawl, deny the fact who can;
"This mystery of an elephant This marvel of an elephant
is very like a wall." is very like a fan."
The second, feeling of the tusk, The sixth no sooner had begun
cried, "Ho, what have we here, about the beast to grope,
So very round and smooth and sharp? Than seizing on the swinging tail
To me 'tis mighty clear, that fell within his scope;
This wonder of an elephant "I see," said he, "the elephant
is very like a spear." is very like a rope."
So six blind men of Hindustan
The third approached the elephant,
disputed loud and long,
and happening to take
Each in his own opinion
The squirming trunk within his hands,
exceeding stiff and strong;
thus boldly up and spake,
Though each was partly in the right,
"I see," quoth he,
they all were in the wrong!
"the elephant is very like a snake."
Mintzberg, et.al. (1998) Strategy Safari

27. “Nobody really knows
what strategy is”
The Economist, in Markides, 2004

28. Let us go back in time

29. Boston Consulting Group 1965

30. "Bruce called a staff meeting for a Saturday morning in the
fall of 1965. He explained that to survive, much less
grow, in a competitive landscape occupied by hundreds of
larger and better-known consulting firms, we needed a
distinctive identity. He had concluded that we shouldn’t
fight the competitive battle as generalists, but should
instead stake out a special area of expertise. "He asked
what we thought that specialty should be. Many
suggestions were offered, but in each case we were able to
identify several other firms that already had strong
credentials in that particular area. The discussion began to
stall.
Then Bruce asked a momentous question:
‘What about business strategy?’ I objected: ‘That’s
too vague. Most executives won’t know what we’re
talking about.’ Bruce replied, ‘That’s the beauty of
it. We’ll define it.“
http://www.bcg.com/this_is_bcg/bcg_history/bcg_history_1963.html

31. A Timeline on Strategic Management*

32. SWOT
Classical strategy
Positioning
BCG
Matrix
PLC
Concept of
PESTEL
strategy
Corporate Porter’s
TQM Scenarios
Strategy 5F
1950 1960 1970 1980
Knowledge Transformational
BCG Strategy
workers leadership

33. Lean
Value Crafting
Chain strategy
Balanced
7S VRIO Scorecard
Resource- Knowledge Strategic
Six Sigma company intent
based view
1980 1985
”In search of
Excellence”
TQM (2)

34. Emergent strategy
Strategy as
revolution
Mass Strategy
Employee custimization safari
engagement Rise and fall of
strategic
Learning planning
HR-
organizations Competitive champion
advantage
Core through people
Disruptive Ongoing dynamic
prosess
Competences innovation
Disruptive Intellectu- Strategymaking
BPR Networks as serious play
technologies cal capital
1990 1995
Positive
BSC (2) psychology
Sears case

35. Human
Sigma
Office of
Strategy
Management
Execution Crowd-
sourcing
Business Blue Ocean Danish
EQ Strategy strategy
barometer
Knowledge-
based theory of
The Long Management
the firm Tail Innovation(2)
Strategy Stratey Deep Say your
NPS
maps Index Discount str. strategy?
2000 2005
Gallup
path

36. Future strategy tools
Strategic
innovation
Innovators dream of
what might be….
Innovation
Innovation
thinking
Pyramid
modes
2010 2011 -
Pirate 30/30
Innovation thinking rule

38. % En historie om….
passion, brygg og
en modig hobby…

55. % ….mangler nå
bare en
strategi….

56. % …..kveldens høydepunkt….
Verdens råeste
bryggeristrategi

59. Classic strategy
focuses on
positioning.

61. Strategic innovation
aims to re:define the game.

63. Anybody can be strategically
creative. You just have
to learn how.
- David Kelley, IDEO

64. Innovation
Thinking
Modes

65. Pirate
Thinking
Dream Bigger
Think Big
Just outside…
Rangen & Ovstebo,
Strategy Tools for the Next Generation (2013)

68. Hva har de følgende
selskap til felles?

70. Alle ble startet av folk under 30.
*Bezos var 30, Nike hadde en eldre kollega.

71. Hva gjør ditt selskap med
ansatte under 30?

72. 30/30 Regelen i strategi

73. Innovasjons
Pyramiden
?
Rangen, Christian og Øvstebø, Elisabeth (2012) Working paper. BI – Norwegian Business School
The Innovation Pyramid by Rangen, Christian and Ovstebo, Elisabeth is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

74. Innovasjonspyramiden
• …er et verktøy for å utvikle felles språk, felles forståelse og
felles action rundt innovasjon.
• …er både et strategiverktøy og en gøyal prosess for å utfordre
organisasjonen til å drømme større, skape endring og få
innovasjon til å skje.
• …sammen med ‘’visual thinking facilitation’’, hjelper bedrifter
skape innovasjon i praksis.

75. Ni nivå
på
innovasjon

76. 1.
Design og markedsføring

77. 1.
Produkt

82. 2.
Produkter

83. 3. Tjenester

84. 4. Markeder, kunder og kanaler

85. 5. Teknologi

86. 6. Prosesser

87. 7. Ledelse

88. 8.
Forretningsmodell

89. 9.
Bransje

90. UN
HATE
Lettere...
Mer
krevende
Inkrementelt Radikalt
Små, logiske skritt Aldri blitt gjort før

91. % En (helt sann)
historie om….
Passion, Brygg og
en modig hobby…

96. % ….mangler nå
bare
en strategi….

97. % I grupper…..
Lag Villgjærs
innovasjons-
strategi

98. Lettere...
Mer
krevende
Inkrementelt Radikalt
Små, logiske skritt Aldri blitt gjort før

100. Hva kan jeg gjøre da….?

101. X Bli med til
Cannes i
september
..trenger flere norske…

103. Y Delta i Ledelse av innovasjon
Stavanger, september 2012
Oslo, februar 2013
Les mer om Norges mest spennende innovasjonsprogram her.

106. Morgendagens innovatører

107. God sommer!
Twitter: @engageinnovate
Blog: http://wp.me/1BUWt
Web: engage-innovate.com
E: christian@engage-innovate.com
M. +4792415949

108. Christian Rangen
Christian Rangen is an author, speaker and consultant on strategy, innovation and
leadership. His consulting projects focus on strategic innovation. He gives a range
of keynote presentations across Europe. His upcoming presentations include
Strategy Tools for the Next Generation (Stavanger), Innovation and Leadership
(Oslo), Innovation Pyramid at World Innovation Convention (Cannes) and
Sparking Strategic Innovation at Front End of Innovation (Copenhagen)
He is also a full-time lecturer at BI Norwegian Business School. Here at teaches
strategic management, change management, innovation and leadership at both
executive and bachelor levels. His focus is innovation, change, leadership and
technology. Using Apple, Facebook, Spotify, Amazon and Google as key learning
cases, Christian teaches radical innovation and business model innovation in an
easy to understand manner. He runs an active blog at http://wp.me/1BUWt.
Christian is Co-founder and Partner of Engage // Innovate – a Scandinavian
think-tank and consulting company. Here he works with senior leadership on
innovative strategic transformation. He is a gifted public speaker and presents
frequently at international seminars and conferences. His recent keynotes on
Innovation, Pirate thinking, strategy and Apple has drawn excellent reviews. He's
publishing his fourth book in 2012 with the fifth scheduled for 2013.
Christian is also the happy owner of the boutique hotel Villa Vista Taiba – a
paradise for passionate kitesurfers…….. and global management training camp
quickly in growing demand..

113. The nine levels of innovation Key questions to ask
1. Design & How can we creatively repackage our products? How will a radical repackaging change our story?
Marketing How can we radically change the marketing mix? How can we use design to enhance what we are trying to do?
How can we use Pirate thinking to rethink our marketing? What are the marketing ideas nobody’s using in this industry?
2. Products What natural product extensions would our (new & existing) customers love? If we were trying to beat ourselves out of the market, which
products would we introduce? What special skills or knowledge do we have, that could become products? What products would
completely upset the balance in the existing industry?
3. Services How could we add services to our existing product line? How can we introduce services to our existing customers?
What underserved needs do we see in our customers today - and tomorrow? Given no limitations, how far and how creatively could we
stretch our range of services ? What kind of services would really make a BANG! in our market?
4. Markets, What markets do we wish to play in? Which customers are not being addressed in the existing paradigm?
customers How do we reframe the existing segmenting? Through which channels can we reach customers differently?
and channels How do we create new channels never-before-seen in our industry?
5. Technology Which technologies would create amazing results in our industry? What groundbreaking technology could we transfer from other
industries? How could we become a technology leader? What would happen if we did? How can we be the ones to create entirely new
technologies? How can we partner with other firms to introduce new technologies?
6. Processes How can we redesign how we run our company?
If we were bought by an American Private equity firm, what would be the first changes they did to how this firm is run?
If we were told to become 35 % more effective, 27 % faster and 69 % more profitable; how could we?
If we were starting a competitor to our existing firm; what core operating processes would we keep, change and cut?
Fast-track processes cut existing work processes in half – then in half again. Where could we introduce fast-track thinking?
How can we drive innovation thinking into our business? How do we make innovation a part of everyone’s job?
7. Management How can we dramatically increase the effect of our leaders? How can we unleash the forces of postive, innovative employees?
How can we radically change how we manage our workforce? How can we become management innovators?
If your goal was to become the world’s # 1 Great Place to Work; what would you do? How can we use the possibilities of social media to
rethink leadership? How can we increase our people’s flow percentage (% time in deep flow state)?
8. Business model How can we be the ones to introduce a series of new business models into your industry?
What would happen if we could learn from the best, across industries, and introduce new business models into our industry?
How can we dream up –and test – 37 new business models for our company? What would ‘’Swing for the fences’’ mean to our company?
What urgent steps should we take to balance our business model portfolio? How do we fund, and train our people to create business
model innovation? The 30/30-rule says bring 30 % under 30 years into the strategy process; how can we?
9. Industry How can we redesign the competitive field and launch an entirely new industry? What parts of today’s industry can we selectively forget?
What areas can we radically transform to create the future? How can we create an industry that does not exist? Instead of looking at our
existing business, look 5-8 years into the future, then create it. Where should we begin.....?

114. Strategiverktøy
for morgendagens
entreprenører,
risikosøkere og pirater