Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

VUCA + Future Value Generation @daniel_egger

VUCA (velocity, uncertainty, complexity and ambiguity) is part of our present business reality. The presentation explores how to connect the challenge of VUCA with a practical implementation using the Future Value Framework.

VUCA + Future Value Generation @daniel_egger

  1. 1. Follow me @daniel_egger
  2. 2. FUTURE VALUE GENERATION
  3. 3. THE KEY TO SUCCESS IS ACCESS TO OPPORTUNITY In today’s ever-changing world, we cannot explore new possibilities and reduce the impact of daily surprises in pure certainty, neither in complete uncertainty; we need an integrative logic that guides us.
  4. 4. The Future Value Framework describes such a guidance. More precisely, it explores how to use more efficiently the competitive advantage of time. Its goal: human and context centric value generation.
  5. 5. FUTURINGINNOVATION STRATEGY
  6. 6. AN INTEGRATING CANVAS
  7. 7. OPTIONS PORTFOLIO Resources and assets that are risk weighted and aligned to the value strategy. VALUE PROPOSITION A platform where the generated value meets the perceived, with the goal to establish a sustainable Value Exchange. PORTFOLIO OF CHANGE A selection of key changes that are relevant for the organizational business model. FUTURES CONTEXT A set of probable realities of the future, the people who live in it and a description what they value. VISIONS What the organization desires and believes about the future. FUTURE VALUE PROPOSITION The offering of value that creates a probable superior market position and positive value exchange. VALUE POLICIES Guide execution of the set value strategy that connects the present and the future value proposition. More (The link opens an other slidedeck with more details about the Framework)
  8. 8. VUCA is an acronym for a reality that challenges. It stands for volatility, uncertainty, complexity, and ambiguity. Those four words describe an environment where decisions are made in uncertainty and where constant challenges drive organizations to adapt, experiment, access new information in a much more agile way.
  9. 9. VUCA equals OPPORTUNITY
  10. 10. “Volatility provides profit opportunity” (Warwick-Ching, 2013) “Uncertainty is opportunity” (Hemingway & Marquart, 2013) “Simplifying (IT) complexity is a major opportunity” (Boston Consulting Group, 2013) “Ambiguity equals opportunity” (Amerasia Consulting Group, 2013) (Nathan Bennett and James Lemoine, 2014)
  11. 11. VOLATILITY Relatively unstable change; information is available and the situation is understandable, but changes is frequent and can be unpredictable UNCERTAINTY Lack of knowledge whether (and when) an event will have business relevant and significant implications. Cause and effect are understood. COMPLEXITY Many interconnected parts, not all known, forming an elaborate network of information. But not necessarily involve immediate change. AMBIGUITY A lack of knowledge; cause and effect are not understood and there is no precedent for making prediction as to what to expect. (adapted from Nathan Bennett and James Lemoine, 2014)
  12. 12. VUCA equals opportunity when… … organizations incorporate agility and resources allocation to increase resiliency. … organizations gather beyond existing information and analyze them from new perspectives. … organizations adapt their internal logics to the external changes mirroring environmental complexity. … organizations experiment to determine what strategies are the most beneficial for a new business logic. VOLATILITY UNCERTAINTY COMPLEXITY. AMBIGUITY (adapted from Nathan Bennett and James Lemoine, 2014)
  13. 13. &
  14. 14. The four counter actions to embrace VUCA and transform it into an opportunity (agility, information, adaptation and experimentation) are incorporated logics of the Future Value Framework.
  15. 15. Agility is present throughout the Framework. However, in the case of VUCA the main value added comes from the Option Portfolio. The Options Portfolio is a combination of risk-weighted and context relevant assets and resources. Pre-validated against the Value Policies the portfolio offers alternatives, a buffer accessed when needed. This concept facilitates decision- making and increase agility of implementation aligned to the set strategic north. The Option Portfolio integrate innovation with the strategy and balances short-term decision making with the long-term value strategy. Portfolio of Change Option Portfolio Value Policies Agility
  16. 16. New information and the understanding WHY changes occur that are relevant define the Portfolio of Change. The Portfolio is a selection of selected Driving Forces (faster changes) and Attractors (slower accumulating changes) relevant for the organizational context. The portfolio establishes a focal point what information and changes we should consider. Four types of information are used to explore the changes: Pragmatic Information (including Political Information), Speculative Information and Imaginative Information. By exploring different types of information the quality and understanding of the changes increase. Portfolio of Change Information
  17. 17. Adaptation is present in the FVG by connecting three parts: The Portfolio of Change, the Value Policies and the Option Portfolio. • As organizations already mapped the environment and validate it constantly. Consequently it is better prepared in case of sudden external changes. (Portfolio of Change) • Secondly, organizations defined and researched strategic and tactic options for their set strategy and possible external changes. With more alternatives in hand they can react faster. (Option Portfolio) • Those strategic choices are already aligned to the Value Policies, the guiding corridor that connects the external mapped changes with the strategic options and the future with the present. The Policies balance short term tactical responses and the long term value position. Pre-validated they allow a faster adaptation without the necessity to validate each choice with the stakeholders when sudden changes occur.(Value Policies) Portfolio of Change Option Portfolio Value Policies Adaptation
  18. 18. Experimentation is defined in the Framework by the Value Policies and the Option Portfolio. The Policies define a corridor for decision-making. They set the boundaries and not the actions, and therefore represent guiding principles. They offer a space for experimentation which strategic option is the most adequate one compensating the changes and their relevancy for the new business logic. The Portfolio of Change offers the options for the Policies. Existing options are adjusted constantly and new created. The option portfolio offers alternatives for experimentation. Portfolio of Change Option Portfolio Value Policies Experimentation
  19. 19. VUCA equals opportunity. And the FVG offers a integrated logic to apply it to your strategic and innovation process in a structured way.

×