+27 (0) 82 777 7777 Website: www.novation2050.co.za Postal Address: PO Box 123, Cape Town 8000 Physical Address: 123 Main Road, Claremont, Cape Town Thank you for your interest in my services. I look forward to discussing how I can assist you. Shahid Solomon

1. Re-novating Our Enterprise

2. 1. HOW DO WE SEE THE
FUTURE?
AN EARLY AND IMPORTANT
CHOICE TO MAKE

3. EMOTIONS SHAPE OF SENSE OF
FUTURE

4. Feel Good Optimism
 Belief in Higher Power
 Belief in Destiny
 Belief in Progress
 Good Luck

5. Feel Bad Pessimism
 Fear of failure
 Self Limiting Beliefs (not good enough)
 Bad Luck

6. Rational Optimism
 Start with what you have got
 Learn from the Past
 Calculate future knowns and
unknowns
 Use imagination
 Plan the next steps
 Manage Risks
 Take One Step at a time

7. 1. Why Renovation?

8. It is not yet here ?
It is has gone past ?
It is moving now ?

10. TRANSITION
Past Present Future

11. TRANSITION IMPLIES
 Systems that change in interconnected ways
 An inevitable destination
 An unpredictable Journey

12. e.g. growing up!

13. Transition is slow + simple
 Pastis clear
 Present is obvious
 Future can be predicted
Transition is fast + complex
 Pastneeds analysis
 Present is slippery
 Future is uncertain

14. HOW DOES OUR BUSINESS
PLANNING NEED TO CHANGE?

15. ACCEPT:
WE ARE ALL PART OF A RADICAL
TRANSITION TO A MATURE &
SUSTAINABLE WORLD
RAPID, ACCELERATING AND
DEEP

16. What powers our world energy
What enables our world economy + technology
What connects our world networks + internet
Who we are the networked self
What we think is important global values
Who runs the world global politics

19. WE NEED TO RE- NOVATE: MAKE SYSTEMATIC
TIME PATH CHOICES
 Think Systems
 Think Growth Path
 Think Inter-Generational
 Embrace Uncertainty

20. HUGE
GENERATIONAL
SHIFTS IN THINKING

23. RE-NOVATION IS A 7-STEP PROCESS
OF MAKING SYSTEMATIC TRANSITION
PATH CHOICES

24. PROCESS
 Constant adaptation
SYSTEMATIC
 A systems view
TRANSITION
 Predictable destination
 Unpredictable journey
PATH CHOICES
 Sequences
 consequences

25. 6. A Model for Enterprise
Re-novation

26. Ambition
Business
Brand
Model

27. AMBITION

29. OUR ENTERPRISE IS A TREE

30. BUSINESS MODEL

32. INFRASTRUCTURE OFFER CUSTOMER
PARTNER CUSTOMER
NETWORK RELATIONSHIP
CORE VALUE TARGET
CAPABILITIES PROPOSITION CUSTOMER
VALUE DISTRIBUTION
CONFIGURATION CHANNEL
COST FINANCE REVENUE
STRUCTURE STREAMS
a business model describes the value an organization offers to
various customers and portrays the capabilities and partners
required for creating, marketing, and delivering this value and
relationship capital with the goal of generating profitable and
sustainable revenue streams

33. BRAND

34. BRAND ESSENCE BRAND IDENTITY
MEDIA BRAND LIVED BRAND
BRAND REPUTATION BRAND PROMISE

35. . Seven Steps to Re-
7
novation

36. (1) Build a timeline.
(2) What’s working /not working
right now?
(3) How did we get here?
(4) Where do we want to be?
(5) How do we get there?
(6) What story do we build?
(7) What do we do next?

37. 1)BUILD A TIMELINE
WE DEVELOP THE CONCEPT OF PAST,
PRESENT AND FUTURE TIMELINE AND DEAL
WITH DISTANT, DEEP AND PROXIMATE TIME
HORIZONS

42. (2)WHAT’S WORKING /NOT
WORKING RIGHT NOW?
USING A SYSTEMS APPROACH WE EXPLORE
WHAT’S WORKING AND WHAT’S NOT
WORKING NOW.

43. Enterprise Working Not How does it need to perform?
Element List 1-3 working
List 1-3
Ambition
Business
Model
Brand

44. (3) HOW DID WE GET HERE?
WE WORK BACK FROM THE PRESENT
THROUGH OUR PAST TO UNDERSTAND HOW
OUR ENTERPRISE EVOLVED, LOOKING AT
BOTH HOW THE WORLD CHANGED AND HOW
CHOICES WERE MADE

45. HOW DID WHAT HOW DID HOW DID HOW DID
THE DRIVERS OUR TRENDS OUR
INDUSTRY SHAPED CHOICES SHAPE OUR CHOICES
BUSINESS OUR SHAPE OUR INDUSTRY SHAPE OUR
MODEL INDUST BUSINESS IN THE BUSINESS
TRANSITIO RY IN IN THE RECENT IN THE
N IN THE THE LONG PAST PAST? RECENT
DISTANT LONG ? PAST?
PAST PAST?
Ambition
Business
Model
Brand

46. (4) WHERE DO WE WANT TO BE?
WE REVIEW OR GENERATE ON HOW THE
WORLD IS LIKELY TO CHANGE, EXPLORE
POSSIBLE FUTURES AND SKETCH OUT A
PLAUSIBLE FUTURE WE BELIEVE THAT WE
CAN CREATE.

48. (4) Where do we want to be?
We review how the world is likely to change, explore possible futures
and sketch out a plausible future we believe that we can create.
Business WHAT TRANSITION IN WHAT WILL HOT TRENDS FOR
Sphere THE DISTANT FUTURE DRIVE THE THE IMMEDIATE
? LONG TERM FUTURE?
FUTURE ?
Ambition
Business
Model
Brand

49. OUR LONG TERM FUTURE
AMBITION FOR
Business BUSINESS AS BIG STRETCH : OUR MIDDLE WAY: A WILDCARDS:
THE DISTANT
USUAL : OUR PAST BEST POSSIBLE PLAUSIBLE AND WINDFALLS OR
Sphere FUTURE
CREATES OUR FUTURE DESIREABLE WIPEOUTS
FUTURE FUTURE
Ambition
Business
Model
Brand

50. (5) HOW DO WE GET THERE?
WE BUILD SCENARIOS ON HOW OUR
CHOICES WILL IMPACT ON THE FUTURE WE
WISH TO CREATE

51. “Humans create their own futures
….and they do so by making decisions and taking
action.
Scenarios…..enable…..better decisions as a result
of a better understanding of the choices they may
face and the potential consequences of those choices.
….allow decision makers ….to design custom
systems …”
The Role of System Theory in Scenario Planning
Thomas Chermack Journal of Futures Studies, May
2004, 8(4): 15 - 30

52. .
Business Top Change Impact: Uncertainty Impact Rank of
Element Issue: How : How much Score Importanc
important is are we able Multiplied e: highest
What needs
it to our to do about byUncertai score =
to change?
survival or it? How nty Score most
success? much to get important
(Score 1-5) choice do Overall
we have? Score Out
of 25
What is our
Room to
Move?
(Score 1-5)
Ambition
Business
Model
Brand

53. Change Best Worst
Issue Possible Possible
Approach Approach
#1:
#2:

54. What do I do in What do I do in this
this Action Best Approach Action Scenario:
Scenario: to Issue # 1 • Text
• Text • Text
• Text • Text
• Text • Text
Name of
this Name of
Worst Approach Scenario this
to Issue # 2 Scenario Best Approach to
Issue # 2
Name of Name of
What do I do in this this this What do I do in this
Action Scenario:
• Text
Scenario Scenario Action Scenario:
• Text
• Text • Text
• Text • Text
• Text • Text
Worst Approach to
Issue # 1
54

55. Creating a Step Path
 How will we measure progress?
 Reworking our steps to get to the desired Future
 To get to the Long Term Future , we will need to have
achieved ….ABC in 3 years
 to get to ABC we will need to have achieved ….XYZ
by the end of this year
 this means we need to get the following done in the
next three months

56. 6) WHAT STORY DO WE BUILD?
WE WRITE UP THE STORY AND CREATE A
PICTURE OF THE FUTURE THAT WE DESIRE.

57. Summary Sentence
DISTANT FUTURE
LONG TERM FUTURE
IMMEDIATE FUTURE
PRESENT TIME
RECENT PAST
LONG PAST
DISTANT PAST

59. 7) WHAT DO WE DO NEXT?
WE DESIGN OUR SYSTEMS AND SET TARGETS
FOR HOW WE WILL CREATE THE FUTURE
THAT WE DESIRE.

60. LETS NOT REPEAT THE PAST
 Why did our previous strategies succeed / fail?
 Ten Good Reasons for Not Giving Up
SUPPORT SYSTEMS
 Finance, Technical Advice, Professional Networks, Social
Networks, Mentors, Coaches, Courses and Programmes
OUR BUSINESS PLAN
 What are the tough choices that we need to make soon?
 What are our Objectives and Time Frames?
 What obstacles and possible Wild Cards could cause me us go
off track?
 How are we going to manage transition?

62. ABOUT Shahid Solomon
Shahid is a strategist and skilled leader, coach,
innovator and programme manager.

63. Planner/ Economist
 Graduated as a planner at UCT in 1986
 Worked his way to executive level in planning and economic development in the City
of Cape Town through its various transitions to 2004.
Strategist / Futurist
 Entered consulting practice in 2005
 Has worked on economic strategy, tourism, growth management, integrated
planning and foresight strategies throughout South Africa .
Talent Builder
 Shahid has been a leader and manager in the public sector for 17 years and in the
private sector for 6 years
 Has coached people and teams in line, process and project settings
 Has managed mentoring and enterprise development programmes, established and
developed his own companies and mentored many entrepreneurs.
Coach / Re-novator
 At 54 years in age, Shahid sees himself as a coach and re-novator ploughing his
experience and expertise back to where it is needed.

64. Rates Per Hour
 Corporate R 1 500
 Government R 800
 NGO R 400

65. Telephone +27 (0) 71 917 5011
Telephone: + 27 (0) 82 6580 617
Email: shahidsolomon@gmail.com
shahid@novation2050.co.za
Fax: +27(0) 86 773 6615
Twitter: @ShahidSolomon
Skype: shahidsolomon
Facebook: shahid.solomon.1@facebook.com
novation 2050@facebook.com