Which 4 Critical Components You Might Be Missing With Your Strategy - Here's How to Make Your Strategy Quicker, Cheaper & Easier
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Why Would Your Strategy Journey Start In The Least Likely of All Places? An Airport?
Strategy Too Hard? Here's How to Make Your Strategy easier to create, implement & execute without breaking a sweat
How do you make strategy easier to create, implement & execute? Why would that be important?
It's time to change the way we think about strategy • Everything changes all the time. • Solving the problems of today requires a different way of thinking. • Old business tools no longer deliver the results
How do we Rethink and Reinvent a Smarter Business, yes, 'our' smarter business?
"Ladies & Gentlemen, this is your Co-pilot speaking" (about helping you navigate the complex business landscape)....
Well, most business leaders don't actually know where they are headed, unfortunately, nor how to get there. So, imagine for a second what would happen if you got on your trusty airplane at the airport, but actually arrived at a different destination.
This is your lack of strategy in a nutshell
That could of course be fun, for everything except if you wanted to build, scale & grow a business. Or if you land out in Alaska, but were hoping for Bali...
We've really got it easy when we travel, and can make it really easy for our business as well, if we put the pieces in place, in a step by step fashion.
I don't think you would get on a plane or trust the pilot, if you didn't know where the plane might be going, right?
Leaving the airport doesn't need to be so risky :) - it just takes some time upfront to discover and articulate the journey you are about to embark upon with yourself and your audience.
Yet, we all usually have a reason for not getting our strategy right
takes too long,
not sure if it will be successful,
not sure where to start,
how do I actually articulate one,
not sure that I even really need one... (after all...isn't that how aviation got started, just pilots flying around, hoping they didn't accidentally crash somewhere else?) ...
Is Strategy Hard? Only if you don't do it...
Strategy is only as hard as you make it.
"how hard could business actually be" we often think to ourselves. Yet, there is a reason why less than 40% of businesses don't make it past year 5.
How much quicker could it be if you knew where you were going and how you would get there? And yes, this is it.
There are 4 clear steps that will help you break it all down so it is simple, clear, easy and cheap (and not cheap and easy, either).
Is Strategy Complicated?
Strategy is only as complicated as we make it.
Navigating complexity doesn't have to be... well complex, right?
What are you waiting for - get ready to take-off with some strategystorming in your mind and some clear plans and direction at your fingertips...
Watch the Think Global Forum Strategystorming Video Now
Find Out What 4 Critical Components You Might Be Missing With Your Strategy
Here's the Think Global Forum Roundtable with Simon Hodgkins hosting Strategystorming - Rethinking and Reinventing Smarter Business
Think Global Forum Roundtable guests:
Frank Hannigan, Founding Partner & Business Advisor, StrategyCrowd.
Patrycja Maksymowicz, Founder & Director, Open Solutions Global.
Simon Hodgkins, Founder, Think Global Forum.
María Roa, Communication Director, Think Global Forum.
Here's a Quick Summary of The Strategy Training Video
The Think Global Forum Roundtable discusses the challenges of today's fast-paced business world and the need for companies to rethink and reinvent their strategies. They introduce the concept of "strategy storming," which involves combining thinking, story-telling, and world-building to find creative solutions to business challenges.
We discuss various tools and strategies for developing effective and dynamic strategies, including the use of radar to prioritize tasks, balancing elements of a business through fulcrums, and being adaptable and resilient in the face of change. We're emphasizing the importance of having a clear purpose and values, embracing change and innovation, and understanding the potential consequences of short-term thinking.
We're discussing the importance of customizing strategic plans for individual businesses and prioritizing what is important rather than randomly engaging with marketing tactics.
We emphasize the importance of storytelling that takes the audience on a journey of transformation and avoiding ego-driven approaches. There is a deep importance of reflecting and not reacting with fear. Overall, it is an engaging conversation about strategy's impact on businesses.
The Think Global Forum Roundtable is a forum where experts discuss the challenges posed by today's fast-paced business world and the need for companies to rethink and reinvent their strategies. They introduce the concept of "strategy storming" as a way to address these challenges and find creative solutions.
Traditionally, businesses have relied on established thinking about strategy. However, the disruptive and volatile nature of the modern business environment necessitates a fresh approach. Strategy storming combines thinking, storytelling, and world-building to generate innovative strategies that can drive growth, success, and innovation.
The participants in the roundtable identify several key factors that contribute to the need for new strategies. They discuss the quickening pace of business life cycles, the importance of balancing present and future concerns, the impact of rapid change, and the AMPs model, which emphasizes the integration of different elements in business strategy.
To develop effective and dynamic strategies, the participants explore various tools and approaches. One such tool is radar prioritization, which helps businesses identify and focus on the most important tasks and objectives. The use of radar allows companies to differentiate between what they can control, what they can influence, and what is beyond their control.
Another concept discussed is the idea of using fulcrums to balance different aspects of a business. The participants emphasize the importance of having a clear purpose and values as a stable fulcrum for decision-making. They introduce the Clarity, Certainty, and Competency model as a framework for maintaining balance.
The Audience Method Process Story (AMPS) model is presented as a 3D approach to strategy development. By incorporating tabs into each fulcrum of the model, businesses can create a visual representation of their strategy and better understand their desired outcomes and the path to achieve them.
The roundtable also highlights the significance of adaptability and resilience in the face of change. Businesses often fall into the trap of short-term thinking, focusing solely on immediate problems without considering the long-term consequences. The participants stress the need to strike a balance between addressing present challenges and investing in future opportunities.
Furthermore, the participants discuss the importance of aligning strategy with a broader purpose and understanding the potential impact on society and the environment. They emphasize the need for businesses to embrace change and innovation, as well as the potential risks of clinging to outdated practices.
Throughout the discussion, the participants emphasize the importance of approaching strategy development with an open mind. They encourage businesses to challenge their assumptions and avoid relying solely on potentially flawed information. Instead, they advocate for a holistic and integrative approach that considers multiple perspectives and possibilities.
The Think Global Forum Roundtable explores the challenges of the modern business landscape and proposes strategy storming as a way to address these challenges and find innovative solutions. The participants highlight the importance of adaptability, resilience, and long-term thinking. They stress the need for businesses to have a clear purpose and values, embrace change and innovation, and understand the potential consequences of short-term thinking. By using tools such as radar prioritization, fulcrums, and the AMPS model, businesses can develop effective and dynamic strategies that enable growth, success, and innovation in today's fast-paced business world.
Get the Tools That Will Help You With Your Strategy
Grab the Strategy Tools HERE that I discuss in This video that will help you grow your business with a solid business strategy
This is an AI generated summary Via https://www.summarize.tech/.
The Think Global Forum Roundtable discusses the challenges of today's fast-paced business world and the need for companies to rethink and reinvent their strategies. They introduce the concept of "strategy storming," which involves combining thinking, story-telling, and world-building to find creative solutions to business challenges. The participants discuss various tools and strategies for developing effective and dynamic strategies, including the use of radar to prioritize tasks, balancing elements of a business through fulcrums, and being adaptable and resilient in the face of change. The group emphasizes the importance of having a clear purpose and values, embracing change and innovation, and understanding the potential consequences of short-term thinking.
00:00:00In this section, Doyle Bueller introduces the concept of "strategy storming" and how it can help businesses rethink and reinvent their approach to strategy to create a winning value proposition that enables growth, success, and innovation. He explains that traditional thinking about strategy is no longer adequate due to the disruption, volatility, and change that businesses are facing every day. Bueller outlines four key factors that are contributing to this reality, including the quickening pace of business life cycles, the need to balance today and tomorrow, the delta of change, and the amps model. He emphasizes the importance of using new tools and more integrative thinking to find creative solutions to new challenges.
00:05:00In this section, the Think Global Forum discusses the need for businesses to rethink and reinvent in a world that is not slowing down. The team recognizes four key challenges, including difficulty prioritizing, the ineffectiveness of old business tools, lack of clear direction, and exhaustion within the team. To address these issues, Strategy Storming, a combination of thinking, creating storytelling, and world-building, is introduced. This approach balances art and science in business, adds new thinking and reinvention, and embraces complexity to craft uncommon solutions to problems. The video also emphasizes the importance of seeing things differently and not relying solely on information that might be incorrect conclusions. Lastly, they touch on the challenge of balancing what needs to be done today while working towards tomorrow.
00:10:00In this section, the speaker discusses the challenges of short-term thinking and the need to balance today's problems with tomorrow's opportunities. Many businesses are stuck in "firefighting" mode, where they react to immediate problems without considering long-term consequences. Others suffer from the "Titanic syndrome," where they don't see big changes coming until it's too late. To be successful, businesses need to be proactive and deliberate while preserving the best of the old while fostering the new. The speaker emphasizes the importance of using data and information to decide when to make strategic changes and balance the elements of a system to maintain a balanced state.
00:15:00In this section, the speaker discusses the importance of having a stable fulcrum for balancing different aspects of a business. The speaker introduces the concept of Clarity, Certainty, and Competency as a fulcrum for maintaining a positive balance. The speaker then presents the Audience Method Process Story (AMPS) model with its four fulcrums for change and reinvention: audience, method, process, and story. By adding tabs to the fulcrums, a 3D model of the strategy can be created, allowing businesses to see exactly where they want to be, where they need to go, and how to get there. The speaker provides an Easy Strategy Lab workbook and worksheets that businesses can use to fill in the amps model and build a stable foundation for their strategies.
00:20:00In this section, the speaker discusses the importance of having a radar for strategy storming and compares it to how we wouldn't go to an airport without knowing where we're going or what flight we're on. The radar helps us see what's important now and prioritize it, and it allows us to see what we can control, influence, and what's outside of our control. The speaker then shows how to create a radar using triangles and building blocks and how it can help us build a priority list. The speaker stresses the importance of being cognizant of being one degree off course, as it can result in being miles away from the intended destination, and emphasizes the need for a dynamic strategy that allows us to make adjustments if needed.
00:25:00In this section, Doyle Buehler emphasizes the importance of being able to quickly adapt and reinvent in the current cycle of business, which operates on a shorter cycle of three years. He introduces the concept of "strategy storming," which is a fun and interactive way to brainstorm and prioritize important business strategies. Doyle offers various tools, including worksheets and a contest to win a "strategy lab coat," to help businesses define where they are today versus tomorrow, identify blind spots and biases, use radar to be prepared, find fulcrums to balance, and experiment and change mindsets. Doyle's presentation is followed by a conversation with Patricia and Frank, where they discuss the effectiveness of strategy storming.
00:30:00In this section of the roundtable discussion, the participants discuss the importance of strategy and how often companies neglect it due to being preoccupied with day-to-day firefighting. They note that successful companies merge their vision with the daily operations of their business and that many companies lack the ability to analyze their daily environment and adjust their strategies accordingly. The participants also address the challenge of finding the time to develop a strategy and how the concept of planning and innovation can be intimidating due to the possibility of failure. However, having a strategy that includes a sustainability and impact on society component can give companies purpose and help them compete with larger corporations.
00:35:00In this section, the participants of the Think Global Forum Roundtable discuss the importance of strategy in today's fast-changing world and the need for organizations to embrace change. They discuss the opportunities and challenges of competing on a global scale, from the smallest startup to the largest company. The participants also highlight the value of Doyle's toolkit as a useful resource for people who are passionate about their company and want to turn that into a well-defined strategy, taking into consideration the triple bottom line of profit, sustainability, and impact on society.
00:40:00In this section, the participants discuss the challenge of companies that do not embrace change and how such companies can still survive, though it could lead to negative outcomes for employees. They noted that the scarcity of talent, as well as time, is a constant challenge, and this has made it essential for companies to prioritize growth, improvement and reinvention. There were examples shared about companies that went against the tide of change, and it took them several years to come around, losing out to competitors as a result. Ultimately, the participants encourage companies to be proactive, embrace technology and embrace growth based on reinvention and improvement rather than simply focusing on profit and loss growth.
00:45:00In this section, the participants of the Think Global Forum Roundtable discuss the importance of businesses being able to adapt to change in order to stay relevant in the market. They highlight the danger of clinging to a specific label and how it could lead to resistance to reinventing what the company does. They also emphasize the significance of understanding what the company is good at, what it loves doing, and what value it creates for the market. Planning and anticipating potential problems, including unexpected changes or fears, are also critical in successful business management. The group acknowledges the challenge of embracing new trends, but it is necessary for businesses to evolve with the times to remain competitive.
00:50:00In this section, the participants of the Think Global Forum Roundtable discuss the need for businesses to adapt to constant changes and the importance of recognizing them before it's too late. They talk about the concept of the "freight train" of change and how businesses need to be aware of it and adapt to it. They also touch on the impact of continuous change on mental health, and how it is important for companies to invest in resilience and curiosity. Finally, they suggest that companies must adjust their course as they move forward since elements of their strategy will need to be readjusted due to changes in the landscape.
00:55:00In this section, the roundtable discusses the challenges of being seen, heard, and understood in today's fast-paced world with so many stories being thrown at us. The discussion revolves around tips and strategies for being adaptable, resourceful, and connected to achieve these goals. The first tip shared is that storytelling is not about you but what you can do for your customers. It is essential to stay true to your values and have integrity in everything you do in business to leave an impact on people. Having that vision across the entire spectrum of your business, treating employees and stakeholders well, and being transparent can make what you do visible and clear to others.
The participants in the Think Global Forum Roundtable Ep 3 discuss the importance of customizing strategic plans for individual businesses and prioritizing what is important rather than randomly engaging with marketing tactics. They emphasize the importance of storytelling that takes the audience on a journey of transformation and avoiding ego-driven approaches. The discussion ends with the importance of reflecting and not reacting with fear and thanking Doyle for his presentation. The host expresses excitement for future discussions on 3D strategy storming or metaverse strategy storming to be shared with the global community. Overall, it was an engaging conversation about strategy's impact on businesses.
View The Strategystorming Transcript
0:10 hello and welcome to the think global forum Round Table I'll be your Round Table host today Simon Hodgkins and today we're talking all about strategy and strategy storming but before we get into this exciting topic I'd like to just give a brief introduction for our guests around the round table today
0:31 firstly we're joined by Patricia maximovic she's over 30 years experience in growing international business working with blue chip clients I know such as Lego BMW Scania Pirelli many banks government agencies she's also the founder of open Solutions Global and a director of startup grind which is an organization that globally connects over 5 million entrepreneurs from 600 cities
0:57 across 125 countries how she fits all that in I've no idea here but we're
1:02 delighted that you're here we're also joined by Frank Hannigan and Frank is
1:07 the founding partner at strategy crowd and strategy crowd it's one of Ireland 1:13 largest business advisory practices so you're very welcome to Frank also
1:18 joining us is Maria Roa from the think global forum hi Maria and of course our guest speaker today Doyle Buehler I like to call Doyle the chief Expedition officer he'll tell us all about why when he comes onto the important topic of strategy storming but Doyle is also a published author with his book which is titled breakthrough and he's really a strategic Storyteller so Doyle over to you to kick off our Round Table discussion and then myself Patricia Frank Maria will join you after a short
1:49 presentation where we can get into the discussion at a deeper level so thank you Doyle over to you
1:55 now I want to talk about what I call strategy storming and what we're
2:01 actually looking at is how can we sort of rethink and reimagine and and reinvent how we think about what strategy is and what we need to do and how we need to do it and all these different pieces that are that are really quite important to be able to at
2:18 the end of the day you know what's the purpose of a strategy it's to to create that winning value proposition to allow
2:25 businesses to grow allow them to succeed allow them to you know do what we can't do right now um through you know thinking and and activity and that sort of thing so we have to look at how do we actually deal with strategy and what can we actually do to to help us with you know the the disruption the volatility the crises the change that we're seeing every single day and if you haven't been paying attention it's gotten pretty serious in the last little while and I'm going to go through how we can actually see these changes and actually how we can then Empower ourselves to be able to do so something about them and do something that's practical and effective and useful and that sort of thing and it's a journey to new heights and what what I want to be able to talk about is is four things that we know right now that's kind of putting us in this place the quickening we want to talk about business life cycles and what's happening and why are things seem like it's never this ever a never-ending stage of change and that sort of thing uh the today and tomorrow Matrix how we kind of have to weigh and balance this
today versus tomorrow perpetually as well and then looking at balance and the fulcrum the Delta of change and what I have called the amps model which I'll get into that as well on something that you can actually structure as well and talking a little
3:42
bit about survivorship bias and defining the holes and one degree of artfulness and 100-day radar
3:48
good thing we're all here for three hours right Maria no just kidding
3:54
um we're gonna go through this fairly quickly so um yeah sit at the edge of your seat and hopefully I can answer any questions as
4:01
well as we can as we get into this basically we can't solve new challenges with old thinking right we want to know
what why we're here and that sort of thing so ultimately we want to be looking for better more integrative
Creative Solutions right whether you're a business owner whether you're a strategy consultant a change consultant
4:18
whatever we need to look at how can we actually use these tools a lot differently how
4:24
can we think more strategically and how can we kind of put this together package it so that it's easier to
4:30
interpret and easier to integrate as well so what do we know right now we've all been part of this right Everything
4:36
Changes all the time it's like we're in this constant piece of change and
4:41
nothing really kind of sits still and we're always you know pushed forward and that sort of thing whether we want to or
4:46
not we're kind of stuck in that we're tired we're reactive we never seem to finish or accomplish anything uh the
4:53
second thing we know right now nobody knows the answer so there's a lot of different signals coming from the market
4:58
we don't know exactly what is what we don't know how to prioritize how to weigh different things and that sort of
5:04
thing we don't know where to trust where to put our trust that sort of thing we don't have clear direction as well and
5:11
we need to decide how we're going to actually use that the third thing is old business tools no longer deliver results
5:16
most of what we use in business take strategic planning or budgeting or just-in-time management is designed for
5:22
a stable certain market conditions which as you know we haven't really seen recently and those conditions really don't exist anymore and finally the fourth thing is the team is exhausted right we're all constantly on whether it's because of you know all the zoom sessions and being online you know 90 of the time everybody's tired I don't know can you all agree with that yes no we don't have a chat which I guess is is okay but if you if we do have a chat then um you know just we'd love to see some questions as well at the end so so how can we rethink and reinvent in a world that is not slowing down and this is
5:58
where strategy storming comes into place and what it basically is a combination of thinking creating storytelling and
6:04
World building and it's also about artfulness it's kind of that merging that space between Art and Science and
6:10
how we actually apply that to business as well it's adding new thinking reinvention and gameplay into how we think create craft
6:18
and build strategies that are robust giving us the clarity certainty and competencies that we need to know along
6:23
this as we've said chaotic pathway as well it's not going to get any easier we
6:28
have to have the tools and the thinking available to us so that we can make the
6:33
better decisions for a better business so what is this artfulness of strategy What is strategy storming well it's
6:40
balancing of as I said of Art and Science of business it's being more clever right it's not necessarily you
6:47
don't have to learn everything you don't have to see everything you don't have to do everything it's just taking what we know and reapplying it Reinventing it in
6:55
a way that allows us that that pathway forward as well so being more clever being more creative being more skillful
7:01
thinking more strategically reducing complex ideas and problems right how do
7:07
we actually make these problems simpler these challenges that we're facing a lot simpler how are we crafting uncommon
7:13
Solutions how are we embracing complexity how are we can we comprehending the Dynamics of strategy
7:20
for our business today so how can we see start to see things a little bit differently this is what's
7:26
called survivorship bias we might have seen this example before but it shows us that we need to look differently at what
7:32
we're actually seeing and what information we're taking in and how do we actually relay that and how do we
7:38
actually create that that information that actually we can act upon at the end
7:43
of the day so it's not if we're using the information and but we're not seeing it properly what does that mean we come
7:49
up with incorrect conclusions as well great example of this happened in World War II when they were sending bombers
7:55
over Europe to be able to you know make the push into Europe um and a lot of them weren't coming back
8:02
and the reason why they weren't coming back was well they were getting shot by the enemy right but what they decided to
8:08
do was look at the aircraft that came back and said okay well these hell have bullet holes let's mark where all these
8:13
bullet holes are and then let's put protective um clotting
8:18
um on the aircraft where you know there weren't where there were holes that rather because that's you know where the
8:24
Bulls were hitting which kind of makes sense right it's like okay well we want to protect the aircraft so let's protect
8:30
the aircraft that's getting hit but what the problem was was that this isn't what was actually causing the
8:36
aircraft not to return right the aircraft that weren't returning had holes in the exact
8:43
opposite locations so they had the holes in the engines in the cockpit area in
8:48
the wing root and in the tail section as well so these aircraft were not actually able to make it back and so they weren't
8:55
able to protect those returning aircraft so we see how we have information that we see think is is valid and we think is
9:01
useful but at the end of the day it's not so what do they do the armor doesn't go where the bullet holes are it goes
9:08
where the bullet holes are not on the engines on the cockpit on the tail area on the the inner Wing section as well so
9:16
we need to be able to see differently see how can we actually solve problems a little bit differently the picture is
9:22
not exactly what we see and we have to be able to recognize that and how we put that together as well so are we
9:30
sacrificing today for tomorrow and a lot of us you know have a to-do list I've got one right most of us do but we have
9:36
to look at are we taking away from our tomorrow by focusing more on today so
9:43
you know what we're head on we're you know head down you know uh butt up working working working on today but we
9:51
also have to be able to look at how do we actually work for tomorrow as well so it's a battle it's a constant battle
9:57
we've got you know one dimension here today this is the activity that's you know what it's important we got to be
10:03
doing it we have to do it it's like a busy busy busy busy but what are we sacrificing right now in
10:10
a lot of cases we're sacrificing tomorrow we don't actually see what we can be doing today that helps us with
10:15
tomorrow and that's affecting us and the way it's affecting us is it kind of puts us into these different areas if we're
10:22
looking at this is the today Line This is The Tomorrow line the future line most of us are in this this space we're
10:29
it's called firefighting right we've all heard that term we've all kind of experienced but it's very short-term fix it's very long-term pain as well we're reactive it's a one-off unsystematic effort to little to no alignment right if there's a bias against anticipation and reflection as well so we need to be able to see that that's what's keeping our head down is that we're constantly fighting fires the the other place where we're failing today and and failing tomorrow as well um is What's called the Titanic syndrome
10:58
and we only see the disaster when it hits us and this is you know similar to you've heard the expression you know
11:03
moving deck chairs on on the on the uh deck of the Titanic right we need to
11:09
look at are we overconfident is this too big or too good to fail and guess what we've seen these examples all the time
11:17
Blockbuster and and um you know financial industry and Consulting they don't see it coming and
11:23
it's like why didn't you see a company coming well they didn't take a look at uh tomorrow as well we can be in the
11:28
space called Blind idealism wishing for tomorrow while destroying today okay startups you know they're
11:35
great businesses but are they too focused on that that that specific energy of startup how can they actually
11:41
move forward how can they actually prove their business models and we have to be able to look at that and where do we
11:47
want to be well we want to be in this space called reinvention right solving today while building up tomorrow so
11:53
we're proactive we're deliberate we're embracing an approach to change where it's a balanced practical action rather
11:59
uh to preserve the best of the old while fostering the new and we have to change our attitude in terms of how do we
12:06
actually do this and what tools can we use to be able to understand let's not sacrifice today for tomorrow
12:13
and let's not sacrifice tomorrow for today as well and the reason being is the quickening
12:18
the cycles of business are shortening and we we see this every day so in in 70
12:23
70 years from 1900 to 1975 roughly business Cycles were about third one change every 35 years that's a half
12:30
cycle right so up the curve and then down the next side type thing so we needed to be able to look at that
12:36
in the last fifth or rather than from 1975 to 2005 it changed to about the
12:43
business cycle to 15 years and the half cycle about seven and a half years and what what I mean by half cycle is that
12:49
if you look at a curve a bell curve right we have to decide when are we going to make a change that actually is
12:56
leads us to a positive outcome and if we're timing is off where do you go you go down the other side of this curve so
13:03
we have to decide exactly when that point is and how do we do that we do that with data with information with
13:09
understanding how we can apply strategy as well from 2005 to 2025 22 rather it's down to
13:18
six years a six-year business cycle so what does that mean that means every three years businesses have to put on
13:25
their their strategic hat their reinvention hat their Innovation hat and say we need to do this differently
13:31
otherwise we will not survive and so you can see we've had to compress compress these and one of the interesting things
13:38
if we look at this what is that what what are we actually seeing we're seeing that symbol that triangular symbol which
13:44
I'll get into shortly of the the Delta and this is how we actually manage change by integrating change into
13:51
strategy storming into how we see things and do things differently but what's really important is to see
13:57
this in terms of okay it's it's a balance right there's always this constant battle between you know um left
14:05
and right and up and down and all that sort of thing and we need to be able to understand how do we apply this and if
14:10
we can do that what's really important here and there's a theory called balance Theory rather originated by uh Fritz
14:18
Hider um basically to show that we developed our relationship with other people and with things in their environment that's
14:24
a system right so that the balance theory states that people see a set of cognitive elements as being a system
14:30
then they will have a preference to maintaining a balanced State among these elements right so what we're saying
14:36
there is that we need to understand what are the parts of the system that are creating this fulcrum that allow us to
14:43
act and allow us to see and allow us to understand and allow us to do as well so we need to be able to understand how
14:50
we do that so what are we balancing heart versus mind today versus tomorrow profit versus Freedom ART versus science
14:57
Vision versus Mission today versus tomorrow audience versus value we always need to be able to see this
15:03
and we always need to be able to understand okay well what is what's that tension what's holding up that tension
15:10
that's our fulcrum and I'm going to get into how does this fulcrum actually work and why it's so
15:16
important everybody needs to understand how can we see the balance how can we understand how it fits we need to look
15:22
at starting today and balancing tomorrow as I talked about earlier as well
15:28
one of the fulcrums that I'll be talking about is is Clarity certainty and competency and look there's a lot of
15:33
depth here but the main thing to understand is that these three elements are what allows us that to have a a
15:42
positive balance on what we're doing if one of these is negative if we're uncertain guess what the whole system
15:48
collabs if we don't have enough competency the whole system can collapse if we don't have that Clarity the whole
15:54
system collapsed so we aren't able to balance what we said was really important right profit versus Freedom
16:00
today versus tomorrow how do we do that we have to have a fulcrum that's stable that allows us to actually balance that
16:07
otherwise the whole system falls out of place so quickly we don't have a lot of time to go through this but just curious and
16:13
maybe this is a question we can talk about at the end but you know what two or three items are you trying to balance and then what factors are your over
16:21
critical to your overall business capabilities that you can kind of see a fulcrum that needs to support this
16:27
balance as well so I want to get into what this actually looks like with a model and it's what I
16:33
call the audience method process Story the amps model and it actually has four fulcrums of change and reinvention built
16:40
into it so we may have seen this puzzle before right how many how many triangles do you
16:45
see I don't know if anybody wants to guess or if you got a chat we could put in the chat but
16:50
how many do you see here I'm going to go through and say that guess what I've got six so I'll let you
16:57
guys decide how many you have now the way I've done this is created these four fulcrums that say okay we have to put
17:04
this we have to balance this whole process so how do we do that it's what I call
17:09
audience method process and story and this is the amps model and again it's just to give you a general idea of how
17:16
we can put this together and I'll show you some of the detail coming up so we have the audience fulcrum right and
17:21
there's the three elements that we're trying to develop here be seen be heard be
17:27
understood we have the method fulcrum which is the digital assets digital
17:32
foundation and digital ecosystem we have the process fulcrum which is your value creation your digital experience and
17:38
your digital delivery and we can start to see how we put all these pieces together and we start to build that
17:45
stability that that strategy that that becomes the foundation of your business and number four is the story is the
17:50
story right are we creating a story that's adaptable connected and resourceful
17:56
our fulcrum number five as I showed you at the beginning was certainty Clarity and competency
18:01
can we see how these shapes start fitting together and how they provide that structure that's that foundation
18:07
and we also have wasn't sure if you're able to count but there's six here um and there's three on the inside as
18:13
well that allow you to look at how can you actually um create specific content around that
18:20
so how do we then Elevate our problem solving right can we see our visual model with a new
18:25
unique perspective right so we talked about the two-dimensional Battle of today that balance of today versus
18:31
tomorrow but can we ultimately solve a bigger problem by changing the perspective as well and we can
18:38
how with tabs and I mean that in a funny way but also a real way right tabs so if
18:45
we've added tabs to our fulcrums and then we can actually simply fold
18:52
are are all of our different models together we can create a fulcrum that's in three dimensions so now we have all
18:59
the different fulcrums all the different elements on here that we've been able to Define audience method process and Story
19:06
how do we Define the audience how do we Define our method how do we Define our process how do we Define our story so
19:13
we're able to build on that and that's the exciting part too is that we can take this and we can then see exactly
19:19
where do we want to be where do we need to go and how do we how are we actually going to be able to do that so we've
19:25
been able to adjust our perspective and create a 3D model of our very own strategy how by using a simple concept
19:32
called our balance what are we trying to balance and what is supporting that balance with the fulcrum as well
19:38
so I know we don't have a lot of time to practice but you want to take a screenshot you can also grab the easy
19:44
strategy lab workbook and worksheets just point your camera at that um
19:49
uh the QR code rather and uh you'll you'll be able to take a look at some of the other worksheets as well and here
19:55
you can actually fill it in or you can use the basic model the amps the amps model to be able to build that and then
20:01
keep the tabs cut it out keep the tabs and then you can actually fold it into a cool little uh anybody know what shape
20:08
that is that'll be the first question whoever answers this shape gets a prize
20:14
so what else do we need for strategy storming well guess what we need what's called a radar where are you headed what
20:21
can you see right we wouldn't go to an airport without knowing where you're going or what flight you're on so we
20:26
don't always know you know why don't we always know where we're going with our business and we need to draw that comparison because we
20:33
don't show up at the airport not knowing what flight we're going on or where we're heading so we need to be able to
20:39
put that in into practice as well so what does radar help you do what's close versus far what's off course what's a
20:45
priority Now versus later where are the obstacles where are the challenges where are we going what direction what
20:51
elevation what speed yet not many businesses actually put this into a strategy into a strategic
20:56
plan and that's why we need to be able to think differently of how are we actually seeing strategy
21:01
a lot of us were scared right let's be perfectly honest I'm scared you know what's going to happen tomorrow what's
21:08
what are we going to do is you know is the economy going to collapse is the world going to be engrossed in more or
21:14
another pandemic right like it's it's terrible out there but we're scared so but we can't be if we kind of isolate
21:20
what's really important and what's outside of our control what can we influence and what can we directly control
21:26
and you notice that this looks like a radar map as well we're able to see what can we directly
21:32
control first what can we influence next what is outside of our control so it our radar allows to see what's important now
21:40
and prioritize it so I'm going to show you how to create a radar remember these
21:46
triangles that we built previously all we need to do is take these into
21:51
each of these specific steps and it builds us a flight plan it tells us what's important so we have audience
21:58
let's put audience down here let's use these building blocks BC and be heard be understood and we can do that all along
22:05
the way as we build this model we're actually using it to build us a priority to build us a system that says this is
22:12
what we need to do next this is how we're going to do it this is what we can see is coming this is what we need to understand is coming
22:19
so we're able to do this all with one simple little tool as well
22:25
just to almost wrap up here but I want to talk about one degree of our artfulness and a lot of times we we hear
22:31
about you might have heard like the three percent or you know some percentage point and that sort of thing and I like to think a little bit
22:37
differently because to me it all comes down to where we headed and how to how can we decide where we're going and what
22:43
we're going to do and all that kind of stuff um so what's one degree off off of course
22:49
like if you're heading in in your airplane you get in the airplane at the airport wherever you are what happens if the Pilot's like one degree off and you
22:57
know what we probably don't think of this very often but because guess what they've got a strategy they've got a
23:02
system but if you're in your airplane and you're the pilot you're the captain of the ship and you're one degree off
23:07
course if you're going somewhere close um whatever uh trying to use an example
23:14
here from Sydney to Melbourne okay I'm in Australia so from Sydney to Melbourne it's not very far it's a couple hundred
23:20
kilometers you can get there fairly quickly it's an hour and a half flight if I'm one degree off course
23:26
it's not very far there's a rule of thumb in the Pilot in the pilot world I used to be a military pilot but it's
23:32
called the 60-1 rule of thumb that says for every 60 miles or nautical miles or
23:37
kilometers doesn't really matter what units you use if you're one degree off you're going to be one kilometer off of
23:43
your target so if you go 60 kilometers forward you're one degree off you're one kilometer off of where you're actually
23:49
supposed to be so you're not technically going to make make that destination but guess what if you're in a plane you've
23:55
got the the advantage of elevation you can look down and see okay well the city's right there I'm not going to land
24:01
in the ocean I can you know re-guide the plane and land at the runway type thing
24:06
which is good but if you think of a trip from Perth to New York right or Perth to
24:12
London right how long is that flight it's like 18 hours if the Pilot's one degree off what does
24:19
that mean we're not going to land in London right we simply are not going to land in
24:25
London we might land in Ireland or we might land in Iceland or maybe even in
24:30
Canada but we're not going to be where we need to be and so we need to be very cognizant of this to say okay well how
24:37
what how do we actually build this system into our strategy so that we can
24:42
see this one degree so that we can see if we're one degree off course because we can make adjustments there's nothing
24:48
wrong with that we can decide where it is that we need to go and we can make an adjustment and that's what a dynamic strategy is about is being able to do
24:55
that so we might end up in maybe not Florida but the Bermuda Triangle or a desert so
25:03
we're not going to get to where we want to go so a lot of us are operating the long cycle versus the short cycle right
25:08
the current cycle of business with less time to adapt so we're we need to be able to look at what's really important
25:15
with with a half business cycle of three years we have to be thinking on our toes we have to have those tools in place to
25:22
be able to allow us to quickly reinvent to quickly innovate to quickly rethink how we're doing we're fighting fires
25:28
we're moving deck chairs on the on the on the Titanic keep in mind that fear is not the enemy strategy storming is
25:35
giving you exactly how to get there what you need when to prioritize how to be on target with transformation as well
25:41
so next steps in your transformation toolkit pretty simple right there's a couple of products that um I have that
25:49
actually allow you to brainstorm some of this stuff so we we're trying to keep things simple we're trying to add gameplay as well and that's a huge part
25:55
of the strategy storming as well is making it fun and interesting and interactive so that we can decide we can
26:01
be more creative with our Solutions we can understand how do these pieces fit together we can play with it like a toy
26:07
to say how does this work and what do I need to be working on and what is the priority that I need to be focusing on
26:12
now as well there's a number of worksheets as well and I've got a contact at the end as
26:18
well the battle is not between leads profits and value it's always been between today and tomorrow right find your balance
26:24
find your fulcrum with thinking and creativity and that's the artfulness of business and that's what we're calling
26:30
strategy storming as well let's change our perspective and our perspective to change and I've got a prize you can win
26:36
a strategy lab coat right why a lab coat well who's ever taken chemistry class in
26:42
high school or University or whatever you put it on and guess what you know exactly what you're going to be doing
26:48
right so I'm like to again have a little bit of fun here and say when you put on
26:53
a strategy storming lab coat you know exactly what you're going to be doing how you're going to be attacking that
26:59
that strategic plan and that sort of thing and what you need to do next as well so I've got a contest I'd love for
27:05
people to come and and if you do enter it as well I'll send you a pair of another fun little toy
27:12
some 3D glasses which actually help you see
27:17
that your strategy model is a bit better no just kidding you can still see them without 380 glasses but
27:24
was last time you wore 3D glasses guys come on so anyway you can go to strategystorming.com enter your name to
27:31
win a strategy storming strategy lab coat as well so you'll know what you're
27:36
doing so how to leverage strategy storming Define where you are today versus tomorrow not sacrificing one for
27:41
the other number two identifying your blind spots and your biases number three using your radar to see what may be
27:47
coming and being prepared number four seeing what your fulcrums are and what you need to balance
27:52
five testing it out and experimenting changing on changing your mindset and put on your lab coat to be able to do
27:58
that we need to look at how we're able to create these new adventures create these new experiences and create these
28:04
new opportunities for us by deciding what's really important and how do we put strategy storming together
28:11
all right that's all I had to say so I could keep going or do I do you want me to give the the test Maria next
28:18
everybody get the test no or Simon yeah please
28:24
let's go with Simon Simon the test well look Doyle I mean that was uh there
28:31
was so much packed into that wasn't there I I thought that was fascinating I loved the slides I thought the slideshow
28:36
was fantastic there's so much uh in there Doyle so thank you for sharing
28:42
What is strategy storming I love the lab coats I thought they're brilliant genius uh
28:49
um piece of merchandise there but I'm I'm very keen Doyle that we bring in uh
28:54
Patricia and also Frank um because when it comes to strategy and what you've presented I've got some
29:00
questions that I want to ask but before I get into that maybe um let's let's bring Patricia in
29:07
Patricia any initial thoughts on what we've been discussed what what Doyle has been sharing with us so far and let's
29:13
really kick into this second part of the Round Table yeah well thank you Simon
29:19
um absolutely amazing our presentation I really enjoyed and there is so much on
29:25
those slides that is really difficult to to kind of decide where to start but I
29:30
think I start from that from the top I mean my experience like I said uh like
29:35
actually you you said Simon when introducing me I do have uh uh pleasure
29:42
and a privilege to work both with uh bigger companies or those small kind of a stable ones
29:49
um I I you know um smes but those that are not so dynamically growing then on the other
29:55
end you have startups that are sometimes uh very good at firefighting or not so
30:01
good at firefighting but very very often strategy is something that they kind of wake up and they're like oh we we don't
30:09
have that so I a lot of things here
30:14
um I know can appeal to to all those groups um and one of the things I mean when
30:22
when I was thinking about um you know today's session I found um because we often think about yes okay so
30:30
what's what's this track what's strategy and and what's really missing in in the
30:35
activities of all of those types of of companies and I like I said I think there is that common
30:41
element of of of what is missing is really looking around
30:49
analyzing what happens on a daily basis and adjusting and I think I I found a
30:55
very interesting sentence that I I kind of first read and I thought okay well it just doesn't take much but really when
31:03
you when you look at it and think about the deeper it's it's kind of
31:08
shows what or what what the problem is and it says business strategy is
31:13
important because successful companies they they merge the idealism or of the
31:20
vision and and that uh mission statement which sometimes our startups have like a
31:26
huge very ambitious one and with the decision-making realities
31:32
of their daily operations and I think very often this is like this is our goal this is our vision let's set the plan
31:39
and what's missing and this is exactly what was here on those slides is
31:44
actually analyzing this whole you know that the trader that the whole environment around and I saw it both
31:52
with the more kind of static more kind of you know drone companies and more
31:57
like not startups about but smes or mid-size companies at the same time you
32:03
have that good startups and um you know uh something well there's a
32:09
lot to to think about so um yeah really really great a lot of content in in
32:15
those slides well thanks for your initial thoughts Patricia Frank let me bring you in because you're a man who certainly knows
32:22
all about strategy too thanks also one of the things I would say is uh what time has done is make this very uh
32:29
approachable because a lot of of the thinkers and the writers of the strategy don't the key thing is if you don't have
32:36
a plan you're a part of somebody else's plan and that's you know the most important thing I say to Business
32:43
Leaders is you know when I go into them they're breathless they're firefighting
32:49
they're so busy and the work is so important but they have no perspective and what happens is things happen to
32:56
them so using uh tools like Doyle's allow people to develop their own
33:01
strategy but it's not easy like it requires a lot of time so uh you know I
33:09
would say 40 of the companies I work with say we love to work with strategy we just don't have the time and I say
33:15
your operational Excellence page your salaries your strategy pays your pension so let's get to it so you know there's
33:23
some really interesting ideas uh one of the things that I I find interesting is
33:29
as a a warmer upper exercise with companies I work with I'll ask them to
33:34
come up with a better plan for a nearby business a coffee shop a little
33:40
restaurant whatever and the ideas are amazing and then I say fantastic now
33:45
let's do it for your company and suddenly the shoulders go up and they're nervous and they're and I can understand
33:51
it because the concept of planning the idea of innovation moving from a present state
33:57
to a better state is one that is wrapped up in massive failure and that's that's
34:03
the only way you move from present state is to fail a lot cheaply rapidly often
34:08
and quickly and that's that's the the kind of plan so but but when they do it
34:13
like God the difference is amazing uh and you know one of the things that Doyle picked up on is you are not a
34:21
standalone entity you're in a system you're in a community uh we talked about
34:26
triple bottom lines so when I was going to college it was piano and cash flow but now we're
34:33
talking about sustainability and impact on society and that's fabulous and
34:38
exciting for me because now you've got a 3D uh kind of purposefulness to
34:44
companies and if you're an SME in Dublin you're competing with Google Facebook
34:50
these companies that have very aggressively defined uh purpose and if
34:58
you're a company with 100 people or less you need to be just as well defined so I
35:03
I love the idea that Doyle's kind of a toolkit can be used by people
35:09
who are not mbas but who are passionate about their company and it turns that
35:15
passion into something you know that's kind of competently explained and easily
35:20
understood um you know unlike for example his trusses mini budget
35:26
which doesn't seem to have been you know checked out before she actually launched it so you know the idea of being an
35:32
assistant I think is really critical and I think the idea of having a triple bottom line where Innovation is focused
35:39
on the scoreboards profit sustainability and impact on society all of those
35:46
things are really good so very very yeah well done that's cool very good thank
35:52
you Frank some great insights there yeah the triple bottom line and I can remember back to when I was in college
35:58
and we were studying business and finance and all that all the the things that you talked about but today
36:03
sustainability is huge I mean it's a very hot topic on all the boardroom tables and also just to touch on what
36:10
Patricia was saying as well and you would you touched on it there Frank whether you are a big company a company
36:16
or a company with a hundred people or even the smallest startup SME you're competing on a global stage now you're
36:22
competing with the Giants and and your neighbor and I think the the amount of
36:28
time and effort I think you said a couple of times there Frank you know it's not easy and strategy isn't easy and I love the line it pays the pension
36:35
you know I think it really makes you think differently about the importance of strategy right and also the um
36:42
the the asking people to talk about another business rather than themselves and how that gets it flowing and yet
36:48
they're too busy to focus on their own strategy and yeah I think that the toolkits will help so thanks Doyle any
36:54
thoughts on that initial sort of kickoff feedback um no I really appreciate
37:00
um yeah all the all the insights as well and that's just to maybe address Frank's last or one of his comments was the the
37:07
level or the competing on a global scale right and some might see that as a
37:12
negative but I think there's a huge opportunity there as well right you can
37:17
have we can compete with the Amazons and the Facebooks and all that you know obviously scale is different but we can
37:24
compete because we do have access to the same customers the same audiences or
37:30
different audiences from around the world so really it's having you know being able to connect with people from
37:35
around the world like like for example this session right here right um being able to do that allows us just
37:43
this immense opportunity but we have to be we have to have the tools to be able to do that we have to have that that
37:48
thinking that allows us to be able to understand okay well yeah it's slightly different rules it's a different way of
37:53
playing the game what's important what's not what are our priorities but the access of that has been just
38:00
absolutely immense as well so um yeah no I just wanted to comment on that thank you well thank you thanks
38:06
though can I raise a question to to Our Round Table uh guess here because one of the
38:14
things that you touched on Doyle was about you know everything changes all the time Frank you've mentioned Liz trust which I
38:21
think that's a whole other day's discussion um but when it comes to how fast things
38:27
change today and Doyle you also mentioned that the old business tools may be no longer deliver the results but
38:34
the thing that's that I'd like to tease out and you know feel free to jump in on this is how do we get organizations to
38:41
actually embrace the change to take on the challenge that changed because it as
38:47
you said Frank it's not easy so would anybody like to maybe dive into that
38:52
I I can start with a thought which actually I I think you're reading my
38:58
mind Simon with you know teasing that that sort of question or or thoughts
39:03
because uh one other thing that I reflected on was was that that changed
39:10
and um I had uh I had the opportunity sometimes you know we are approached by
39:17
companies and I had an opportunity to to engage with the company
39:23
that's been on a market for 40 years huge history family business they've
39:28
managed to grow that into a really interesting business with no strategy
39:34
maybe something at the beginning so when we engaged after 40 years in business
39:39
they approached me like we need some rethinking here because referrals do not
39:44
work anymore and we need to do something I don't know maybe digitalized maybe do
39:50
and and I sat down that flight so is this correct what I'm hearing 40
39:56
years in business floating so I I I'm very much into sailing I love flying but
40:02
not so much I'm I'm more kind of a sailing person so my comparisons are usually on water and I imagine those
40:09
companies like those big huge ships floating with no direction if they were
40:16
planes they would drop down um so I think you know we we had that um
40:23
we had a few examples of how it changes so now it's six years but imagine a
40:29
company 40 years nothing happens so that's something that uh that is I think
40:35
a huge issue still for money and then introducing technology digital elements
40:41
they very often feel like oh we change the strategy we are now digitalized
40:47
um when it's not the case because very often the digitalization you know moment
40:52
is the moment when maybe a lot of things could be completely re invented
40:58
so it's it's just my thought and that I mean if I if I can say a few more
41:05
words on that like I think we're in the era of um scarcity uh so there's scarcity of
41:12
time more than anything else and they're scarcity of talent and for the people who will drive your business they have
41:19
endless opportunity to move elsewhere so the first horrible thing to say is that
41:25
companies that don't change do survive and I there there's one multi-billion dollar company in Ireland that literally
41:31
is completely reactive uh as far as I can see from the outside and it's very successful it's a horrible place to work
41:40
so if you're thinking about a scarcity of Talos and you're not changing uh if
41:45
you're not changing as rapidly as the environment you're in you're starting you're starting to die of the people who
41:51
work for you recognize that people and the word is used Loosely but I think growth is not about p l growth it's
41:58
about reinvention and Improvement so if you're not on that Journey you will
42:03
retain people who don't care and you will lose people who do care and that
42:08
that makes you you can survive but it's like crocodile Del V says you can live
42:13
in it but it tastes like and I think employees better of them see
42:19
very quickly see for those companies um I see that both in those bigger ones
42:25
but same in startups they launch the business people buy into the vision you
42:30
have those fresh young employees really engaged and then two years later down
42:36
the line or even sometimes a year later even the mid-level employees and and team members
42:43
somehow lose the spark and the steam and and you know because the engine is not
42:49
working because they kind of like it yes sometimes startups are changing strategy every day so that's that's another thing
42:57
you know like let's go here let's go there but that's that's very easily spotted and the very first you know
43:04
thing when you when you engage with with even people you know team members you
43:10
can very quickly say like all right well that the ship doesn't know where to go
43:17
no I can give you an example about like I guess the oldest
43:22
uh story of the world which is well not the world but like the oldest industry which is the newspaper I used to work
43:28
for like the biggest newspaper in Spain and they the when I worked there uh the
43:34
whole um online newspaper started and I remember our CEO saying like nope we're
43:40
not going to change no we're not going to start doing like online news because then no one is going to buy the the
43:47
newspaper you know like the paper uh no we're not gonna start giving free news
43:52
online no we're not we're not we're not he was like completely against it he did
43:58
not understand it he didn't go through it it was really complicated and
44:03
um we couldn't make him understand how this was gonna work how the news were going to work that we could make people
44:10
pay for it that if we didn't at the beginning we could get like uh banners advertising like we could make people do
44:18
it all the way we were trying to explain him like the whole strategy was going to change and the world was going to change
44:24
and how all the channels uh how all the people were going to change the way that
44:29
we're going to read the news and it was really complicated ah I have
44:35
to say this took around seven years and now they are selling more online than
44:44
paper and they're really happy with this but it took more than seven years for
44:49
them to change the strategy and they're late so they're not the first newspaper selling online there's the second
44:56
newspaper selling online I think I think uh it's very often being
45:03
attached to the label we of the companies give that to themselves at the very beginning because they probably
45:08
felt like we are a newspaper exactly and we are going to fight for it but if they
45:14
actually started for okay yes we still deliver the same but we are a news
45:22
provider then you can reinvent the thing to be still that's still the same job
45:28
it's just a different look at what you're doing and you can redesign but if you stick to like we are a usage
45:34
newspaper then then yes it is going to be difficult and sometimes it's not really changing what you do it's just
45:41
changing the way you you look and talk about this and and strategy things follow
45:50
yeah at the end of the day the the past is kind of littered with the carcasses
45:55
of businesses that have either had changed forced upon them or decided that
46:00
I'm ego drove them you know over the edge kind of thing it's like no I'm not going to change why would I change I
46:06
don't need to change nobody needs to change we're not you know we're it's business as usual right so kept saying
46:11
paper was never gonna die and well yeah obviously they still keep selling selling newspapers but obviously not the
46:18
same way yeah exactly go ahead Frank no that's brilliant I mean my background is
46:23
newspapers too and I went through exactly the same I wrote my first paper on the internet uh about 1990 and how it
46:32
was going to really kind of carve out the middle of of uh traditional media what's interesting though is it is what
46:39
what Patricia said what what is it that you are want to be famous for and I I
46:45
always go back to the Japanese model which I probably I'm not pronouncing properly hikagi but you know it's
46:50
simplest it's what are you good what do you love doing what do you have a competitive Advantage doing and what does the market value and if you know if
46:58
the media organizations that have thrived are constantly having this
47:03
internal discussion what what are we what are we what are we what are we famous for what are we good at what do
47:08
we love doing and for me the way I manage strategy is get
47:13
companies to manage growth within constraints so I teach them to imagine
47:19
themselves as being the harbor with a small number of births and each of those
47:24
birds is a customer and depending on the company there's an appropriate scale of of births and it's who are the most who
47:32
gets us the most who can we create the most value for I'm using those triple bottom lines you can start you know have
47:39
a scoreboard and if if you're working with a client who is not producing a profit
47:44
before you inevitably you're not creating enough value for them you know there may be short-termism where there's
47:51
a disconnect between the value you create the value you capture but in the long term people are vaguely rational
47:56
especially B2B and you know if you want to if you want to charge more you're going to create more value which means
48:02
re constant reinvention possibly destroying what it is that you are to be something better jumper is
48:10
storm which kind of allows you to reimagine yourself so yeah and these loops back into something that Doyle
48:16
said in his presentation that it's that fear is not the enemy I mean we need to
48:21
take into care that things are changing constantly again as Doyle also said in
48:27
the beginning so we need to take into account that fear is going to be there things are changing and we need to plan
48:35
which is something that I do also always in my work because at the end I'm an
48:40
events manager so I need to uh plan 100 of the things that can happen so that in
48:48
case something unexpectedly happens uh I have time to handle the unexpected so
48:55
all my fears will be solved you know so they had to take that into care too did
49:02
they have fears okay let me know what which are your fears so I can take them into account and solve them for you you
49:09
know so we we can study those we can check which they are do you think we're
49:14
going gonna lose money no because I'm gonna tell you why we're not you know we're gonna get money from advertising
49:20
why which way this way you know we had all those answers and they kept having
49:25
fears we do not need I mean fear is not the enemy and this is very important so
49:31
thank you Dolly for putting that out on your presentation thank you thank you Maria and I think you raised an
49:37
interesting point there with media and news and you know Frank was talking about the changes there I think it's a
49:42
great example I do want to acknowledge one of our audiences said that you know it's it's true that all business tools
49:49
no longer deliver but uh you know find it diff find it somewhat frustrating that business is
49:55
reluctantly Embrace trends uh but prefer to stick with what worked
50:00
in the past right I think Frank's acknowledging that but then they complain that their business is stagnated and I wanted to maybe sort of
50:08
dive a little bit deeper because we've all been talking about the change uh you know whether it's the success or you
50:15
were talking about a company that survived for 40 years uh etc etc but one
50:20
of the slides that we we talked about here that Doyle was presenting was that between 1900 and 1975 you said it was
50:27
about every 35 years and then we sort of moved to 1975 to 2005 and it dropped to seven and
50:34
a half years which was significant and today you were talking forget it if I got it right Doyle about a six year
50:40
cycle so you needed to be Reinventing at a minimum of every three years and to me
50:45
it sounded both exciting and exhausting it reminded me of this word pivot that
50:52
became very fashionable in the small startup World Patricia where everybody's pivot and it seems like they couldn't
50:58
stick to a strategy for longer than a week maybe I'm over exaggerating for effect here but
51:04
pivot became you know pivoting my business pandemic Force changed forced
51:10
digital transformation on it and I'm just wondering the this round table panels view on being forced to change
51:17
it's very different from having a a planned approach to strategy isn't it so anybody want to sort of jump in on that
51:23
I just want to sort of tease that out a little bit I think that's the point too is that we can look at change in terms
51:30
of it being like this big freight train right that's coming down the Mountainside and it ain't slowing down
51:35
and you better get out of the way right and so we have to be able to see it and understand it and acknowledge it as well
51:41
before we can identify it too it's like it business is a little bit murky in
51:47
terms of you know thinking strategically and that sort of thing so if we don't see that train
51:53
guess what it's kind of collided already and it knocked off the newspaper industry and knocked off the videotapes
51:58
and that sort of thing Industries over not overnight but obviously over a couple years so I think the primary ingredient is that we have to be able to
52:04
recognize this what does this train look like what does this fear look like and I think that's one of the things that I
52:10
wanted to impart was that if we kind of look at it a little bit differently in terms of you know what's important how
52:15
do we prioritize it's not necessarily the traditional strategic thinking or strategic planning rather where we put
52:21
together this Five-Year Plan and we've got this and we resources and management and P L and that kind of stuff this is
52:26
kind of more hearts and mind approach to being able to say what's really important here how do I we identify
52:32
those those freight trains that are rolling down the mountain and how do we then adapt to them so yes we've been
52:37
forced to change and reinvent and pivot and all that kind of stuff but that's
52:44
that's part of business and we have to be able to anticipate that and that's how we can do that by understanding the
52:49
landscape understanding the environment understanding what it is but instead we are caught with our heads down you
52:56
know trying to just work through today it's like today today it's today my to-do list is too big I can't do much beyond that
53:02
yet you know what you get hit by the freight train and Away you go so or swept out to sea if you're into sailing
53:08
Patricia yeah yeah I mean I mean when you're sailing I mean you
53:15
have for the boat to reach Sydney or
53:20
Melbourne or whatever Port you want but obviously the weather will change and and you have to readjust the course so I
53:28
think yes having the strategy developing that's working on it having that but you
53:33
have to it doesn't mean you have two people but but you know certain elements will need to be readjusted as you go
53:40
absolutely I think what's interesting is that if you look at the uh most your most First
53:47
World countries uh young men die mostly from suicide and I think uh one of the
53:54
things that isn't discussed in the business uh discussions like this is this vuca world this continuous change
54:01
world is having a huge impact on Mental Health so we we probably as a society need to
54:07
invest in resilience and curiosity you know teaching our kids that that those
54:14
things are as important as the certainties of traditional knowledge capture and you know that that's one
54:20
thing that companies need to do as well is really interrogate their their crew to ensure
54:26
that they understand that well this is scary we go it's like Star Trek it's all
54:32
gonna work out at the end so you know and they're yeah everything resolves itself so I I have to tell you my
54:38
favorite story about this is my second son has started college and he did a course on critical thinking and I was
54:44
very excited because we did not do critical thinking when I was in college so I said what was the first lecture
54:49
like and he said I don't know I fell asleep who's thinking foreign
54:57
yeah you're right you raise an interesting point of our mental health and business and for sure uh it's a very
55:04
important topic uh Frank so thanks for thanks for raising that I did I did want
55:09
to touch on before we run out of time here I did want to touch on when we were talking about the fulcrum uh Doyle and
55:16
there were two aspects that really stood out to me and one was when you were talking about the audience
55:22
and it was about if I got this right be seen be heard be understood if I've got that
55:29
right and the other one other than audience was story because you know I I kind of like storytelling and that was
55:37
adaptable resourceful and connected
55:43
thank you um so I just wanted to ask uh maybe this
55:49
will be sort of one of the last things we can discuss today with the time that we have but I wanted to ask each of you
55:56
that sounds very very straightforward and I buy into it wholeheartedly but
56:02
being seen being heard and being understood in today's hectic fast-paced moving world with all these stories that
56:08
have been thrown at us and how busy we all are and how fast Our Lives seem to move now
56:14
that seems to me like a real Challenge and I know strategy helps that but I'd like your views on how we'd be seen how
56:21
we get heard how we are becoming how we can become more understood and when it comes to storytelling or the story
56:28
aspect of the fulcrum Doyle foreign you know to be resourceful to be
56:34
connected to be adaptable does anybody have any tips on that because it's very easy to say well we need to be
56:40
resourceful we need to be adaptable you know we need to be uh connected but some people might be sitting there saying
56:45
yeah I know but I'm not quite sure what to do here so uh could I throw that out there and
56:51
just maybe we could just pick that out a little bit more so I'm not sure who'd like to maybe
56:58
start on that okay maybe the the last interview you did with Doyle was interesting I think he was very clear he
57:05
said when you're thinking of a story it's not about you it's what I like it's what you can do for them what you could
57:11
do for your customers I thought that was very insightful and that would be exactly what I would say to my clients you know nobody cares what you do they
57:18
care about what you can do for them to transform their lives yeah it's like with that newspaper we
57:25
deliver in years it doesn't have to be it doesn't mean how I mean it doesn't matter how I think
57:32
um talking about that uh you know being being heard be understood it's it's very difficult because there is a lot of
57:38
noise out there and and we know that very well it's enough to go in LinkedIn every day and everyone wants to be heard
57:45
and understood and seen um but on a kind of a long-term you know
57:52
look looking at that long term or having that long-term strategy for that or I
57:58
think it all comes down to being um you know being a very
58:03
gosh uh the words being very
58:09
um true to to your values and and being very [Music] um
58:14
and the world has gone somewhere it's a copied mind I think
58:19
um being being true to your values and and you know living up to them in
58:25
everything in in everything you do in business and I think you know in in
58:30
business and how you present how you how you uh you know uh interact with people
58:36
I think that stays with people because it's not enough to go and and throw you
58:42
know a pose about trust or or whatever it is about that she wants to come
58:48
across as like yes I'm an expert in this or this is who I am it's more about
58:53
really um you know having that integrity that's the word uh yeah I think that's my
58:59
covered affected brain um and and leaving those values as
59:04
people start to look at you and to kind of it's not about putting the label but
59:11
they start to kind of think all right well it's not just you talk but also doing that and if we talk about business
59:18
it's actually you know in in a creative way or across the whole
59:25
Spectrum which you do with the business whether it's treating your employees whether it's uh you know
59:31
um interacting with your customers and customers uh or any stakeholders if you
59:38
have that vision and you want to be as a business I don't know transparent or you
59:44
know modern or whatever you want to be having that across the hall across the
59:50
whole Spectrum I think then it's at some stretch it it becomes very clear very
59:55
visible if one of those elements is missing people won't buy that anyway
1:00:03
yeah those are those are great points do you mind Simon do we have a few minutes yeah I was just going to say I think
1:00:10
that part of those looking at these different elements is is deciding ultimately how are they important for
1:00:17
you and your business as well so it's it's a it's an extremely customizable bespoke tool right so when we create
1:00:24
these we don't we create them as here's here's a template here's a model the amps model kind of positions
1:00:31
Everything But ultimately what does that mean for you and your business so what does the audience mean for you and your
1:00:38
business specifically right be seen be heard be understood so we we do need to go a couple layers down with
1:00:45
the onion so to speak to be able to define those so they are just kind of um net minder activities to say hey
1:00:53
guess what we've got a lot of exploring here to do let's see what is actually important here and that becomes then
1:00:59
more of your Tactical plan like do you use social how do you use social you know where do you use it what's
1:01:05
important what kind of message are you trying to convey so we can go pretty deep with this as well and in terms of
1:01:11
you know what do they mean well be seen is is you know it's the ultimate goal here we want to be able to to be
1:01:17
recognized for what we do and the value that we deliver and how do we do that we do that through our content we do that
1:01:24
through you know the specific programs and trainings and podcasts and you know
1:01:30
workbooks and that kind of stuff as well so we we need to go another level deep is what I'm trying to say here so we
1:01:36
this is the starting point to say let's Point ourselves in the right direction so that everything is not
1:01:42
random and so we don't get hit by the freight train we've got a a little grasp of okay what's important to us into our
1:01:49
business and we're using a framework to say okay narrow it down let's go a little bit deeper let's find out what we
1:01:56
really need to solve here and how we're going to do it and then prioritize it what's important is LinkedIn important
1:02:02
now and maybe it's not what's really important maybe it's your process maybe it's your story what part of your story
1:02:07
is really important and there's actually a a good question another good question from from BJ about yes storytelling is
1:02:13
is misunderstood it's it's actually yeah a lot of it is spammy because it's all it's ego driven right but ultimately
1:02:20
what do we want to do is we want to bring our audience on that Journey so we
1:02:25
can show them how to be adaptable we can show them how to be connected we can show them how to be resourceful as well
1:02:31
so it's not about us as the you know fantastic good ridiculously good looking Founders and business people and that
1:02:37
sort of thing great dancers and great singers that we all are right Simon
1:02:42
um it's about you know what kind of Journey can we take people on as well so the literal definition of story is not
1:02:49
technically what I'm talking about I'm talking about sort of the figurative um definition of story where we're
1:02:54
taking them on a journey of transformation it's not it's not as simple as hey we're we're a startup this
1:03:01
is you know who our customer is blah blah blah nobody wants to listen to that you hear a lot of that it just becomes
1:03:07
ego driven and we have to move out of that space and make sure that ultimately it's about that the peak of this is the
1:03:13
audience so we have to make sure that the stories are geared towards them as well as they get into this
1:03:19
thanks Doyle thanks for that summary and I I appreciate all the questions we've had and all the the feedback that we've
1:03:26
been given uh before we wrap up today because we we are sadly coming to a close here where we're sort of out of
1:03:31
time I do want to give Frank Patricia and Doyle and of course Maria uh a last
1:03:37
chance if there's anything you'd like to maybe add before we wrap up today or any sort of closing comments you'd like to
1:03:44
add before we bring this round table discussion to a close so uh would anybody like to start
1:03:50
thank you Maria says no
1:03:57
no no I just well I just want to thank Doyle for his presentation I mean I don't have anything else to say thank
1:04:02
you it was a great presentation yeah it was it was a great presentation and it was great to hear from Frank and
1:04:07
Patricia the thoughts so thank you for that yeah I uh absolutely the same uh
1:04:14
comments and I think the big big thing is less reacting more reflecting let's
1:04:20
let's make it a better place oh yeah absolutely I I couldn't agree more I
1:04:27
mean an amazing presentation I really I really enjoy so there's a lot of
1:04:33
um you know a lot to think about for everyone and it doesn't matter whether you're a strategy Specialist or whether
1:04:38
you've developed a number of strategies I think this is something that you always
1:04:43
University of learning and you know the stuff you know doing so yeah
1:04:50
yeah it never ends oh I'm fear it's not the enemy and fear
1:04:56
is not Anatomy yes there is an opportunity that all experience and 3D
1:05:03
glasses aren't the solution either but they certainly make you look good I had my 3D glasses last time I think 10 years
1:05:09
ago or so oh my goodness to answer your questions or I remember going through it's 3D
1:05:18
I went to a movie don't use that I I thought it was the worst movie ever because I didn't think I saw anything
1:05:26
I had the TV with the you know glasses that you have to wear and I thought like I just don't feel comfortable yeah but
1:05:34
well listen I look forward to uh the 3D strategy storming or maybe the metaverse
1:05:40
strategy storming uh Doyle I look forward to that you seem to be bringing that back but look I want to thank
1:05:45
everybody who's joined us live today and also thank people who maybe are watching this back on a replay we do appreciate
1:05:53
it because this Roundtable discussion will be shared with the think global forum community and The Wider public uh
1:06:00
um globally so thank you very much indeed to Patricia Maxima which it's been an absolute pleasure to have you
1:06:06
here with us today for the round table thank you for Frank Hannigan for joining us today from strategy cloud and of
1:06:12
course uh Maria rower my my colleague here at the think global forum and our
1:06:18
guest speaker today Doyle Beulah it's been an absolutely fascinating discussion on strategy and strategy
1:06:23
storming and I hope you enjoy uh the topic today so look I've been the think global forum Round Table host Simon
1:06:29
Hodgkins thank you everybody and thank you for joining that brings this round table discussion to a close thank you
1:06:35 Simon thank you thank you thank you very much
Think Global Forum Strategy Summary
The Think Global Forum Roundtable discusses the challenges of the fast-paced business world and the need for companies to rethink their strategies. They introduce "strategy storming," which combines thinking, storytelling, and world-building to find creative solutions.
The participants emphasize the importance of adaptability, resilience, and long-term thinking in today's disruptive environment. Tools like radar prioritization, fulcrums, and the AMPS model are explored for effective strategy development.
Clear purpose and values, embracing change and innovation, and understanding the consequences of short-term thinking are key takeaways. The roundtable encourages businesses to challenge assumptions, seek integrative approaches, and avoid relying on potentially flawed information.
Overall, the discussion emphasizes the need for businesses to adapt, reinvent, and develop dynamic strategies that foster growth, success, and innovation.
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Anyone can start a business, but it takes a special skill to finish one - strategy builds a business built to last. Are you building your business to last? It’s not a map, not a business model, not a SWOT, not a business plan, not a 1-page Marketing Plan; it's your strategy operating system that defines the difference.
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