dna workshop introduction
DESCRIPTION
This is presentation for introducing the DNA development of a business organisationTRANSCRIPT
from……….. Sasikanth’s work bench Kochi
Innovative Services
Strategy Design & Execution
Facilitation (working on the business and in the business)
Consulting
….shaping business
Ver 3.0
Our target customers
We provide grass root level consulting for
economic prosperity
Any Enterprise Micro, Small and
Medium that wish to improve their business
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Our Business is.. make you do business
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Part 1 Consulting
….shaping business
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Business is full of mysteries!
Why a few enterprises thrive
in the worst of times?
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3 types of problem
Simple Problem : the problems and solutions are
easily defined
Complex Problem : Problem is known but solution is
not
Wicked Problem : Neither the problem nor the
solution is known
Characteristics of Wicked problem: It is a problem that is
difficult to solve because of incomplete, contradictory, and changing
requirements that are often difficult to recognize.
• Time is running out
• The solution depends on how the problem is framed and vice-
versa
• Stakeholders have radically different world views and
different frames for understanding the problem
• Those seeking to solve the problem are also causing it
• Most people show a preference for rewards / results that
arrives sooner rather than later. They are said
to discount the value of the later reward
• The problem is never solved definitively
Most business owners wish to grow business…..
But something prevents the growth.
Growing business is simple…….. but it is a
wicked problem
Growth is actually not a problem…. It
appears
0 10 20 30 40 50 75 90 100
Needs Wants
Business
We handle the Wicked
Problems in business
We work more on unidentified /
unattended / unseen aspects of
business..
Problems
Issues
Concerns
Possibilities
Opportunities
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Some observations
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In business we make all sorts of assumptions. For example, you might hear people say:
• Competition sets the price level in our industry
• We must constantly raise our quality and service
delivery
• We can sell our product only on credit
• We should hire people who has experience in
our field
• If we train our employees they will leave and our
resources wasted from……….. Sasikanth’s work bench Kochi
1. Smaller organisations believe that business
strategy is only for the large companies
Do you feel business strategy is significant to
your organisation?
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2. Business owners are often too involved in the
daily issues and lose track of the business
aspects. Or……. They are not fully
committed to the business.
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3. business and strategy need to be
given the most priority in any organisation in
order to create health and wealth. But……..
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4. Business Strategy is one of the most
commonly used, misunderstood and
feared management terms
How do you view of Business Strategy?
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5. focusing on Business and Business
Innovation, any organisation can develop a
competitive advantage and win in the market
What is your competitive advantage?
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Part 2
Consulting
….shaping visions
Pro
fita
bili
ty / C
ash flo
w
Time / Number of years Growing Aging
begining death
Stages of business
Infancy
stagnation
Decline
Maturity
Common Business Paradigm C
om
mit
ted
Man
agem
ent
Committed
Employees
Delighted
Stakeholders
Deliver
Greater
Perceived
Value
Delighted
Customers
Increased
Market
Share
Revenue
Growth
Continually
Refine
Processes
Reduced
Waste
Greater
Productivity
Lower
Costs
Improved Margins
Improved Asset Utilization
Improved Competitive
Position
Where is the focus now ?
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Value Creation: What a Business Aims to Achieve
Com
mit
ted
Man
agem
ent
Committed
Employees
Delighted
Stakeholders
Deliver
Greater
Perceived
Value
Delighted
Customers
Increased
Market
Share
Revenue
Growth
Continually
Refine
Processes
Reduced
Waste
Greater
Productivity
Lower
Costs
Improved Margins
Improved Asset Utilization
Improved Competitive
Position
Capture
Better
Value
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Here
CEO /Directors 10°
Managers 90°
Here
Staff 360°
Ok
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When integrated view of business is absent – this happens
What do You innovate in an
organization?
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1. Innovation in Cost reduction / pricing
2. Product innovation
3. Process innovation
4. Technology innovation
5. Business innovation
Innovations in an organization
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Cost reduction / pricing
Product
Process
Technology
Business
Relative frequency of innovations in an organization
Rarely done
Most frequent
Frequent
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Less Frequent
Less Frequent
What is business innovation ?
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A good business fulfills its purpose “by supplying goods and
services at a price people can afford in a manner which
makes the activity sustainable.”
John Browne
Business innovation is NOT…. Operational Excellence or TQM/BM/BPR/QC/Kaizen/six Sigma, MBO, CRM etc.
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A business-innovation changes
primarily the (rationale / idea /
paradigm / passion ) about the
business and then change how
an organization creates, delivers,
and captures value
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Innovation area
Innovation and growth
Business innovation matters!
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Flexibility
Improved cost / revenue structure
Focus and clarity of direction
Create and capture new market
Rapid development of new products
Faster response to channels
Stronger partner alliances
Increased social capital
Productive usage of assets
Makes competition irrelevant
Benefits of business innovations
All these is known
….. Wished in the
organisation………
….we facilitate for you to do it...
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This situation allows us to intervene with
programs …..
………..to develop a suitable business strategy
………..to reconnect all in the organisation
with the business and build social capital
………..to establish principles of growth
………..to participate in execution
………..to monitor and adjust the efforts
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Part 3 Fertile Strategy + Quick Execution = Outstanding Results
Consulting
….shaping visions
are to
build a
Sustainable and Growing
business
Strategy Design & Execution Workshops
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Yes ! It is possible
Our tools and methods
Our tools are a blend of
Insights Methodology Implementation
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Free market
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Stages of
Business growth
Build up
Set direction
Take off
Day to day
execution
Spiraling
Spiraling
Spiraling
Reaching the destination
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Discomfort
Zone
Comfort
Zone
“.. In systems as in life, when
threatened, [it] move towards the
edge of chaos.
At this edge experimentation and
mutation occur from which
creative solutions can emerge.
When this occurs living systems
organise and new forms or
patterns emerge.
The challenge for leaders is to
disturb or disrupt the movement at
the edge to provoke the desired
outcome” – sometimes referred to
as “perturbing the edge”.
McKimm et al, (2008)
DNA – Scripting Structure of Business renewal / renovation
workshops
• Chai Board (prelims) : Half day interaction with the
client in understanding the business and the environment.
(requirement : tea, biscuits, snacks and relaxed time )
• Opening the project: - Day 1 Ice breaking, challenges, expectations, concerns, problems, base line data, industry structure etc. • Business Acumen: - Day 2-3 Customer , Core Competence, value propositions, return on assets, customer segmentation, values/ Beliefs, Business metrics. from……….. Sasikanth’s work bench Kochi
• Leadership grooming: - Day 4 Envisioning, crafting values, inspiring scripts, Impact and result orientation • Organization structure: - Day 5-6 Organizational purpose, reviewing Values/ beliefs, Organizational Goal Setting , Linking Key activities to Roles / Jobs, crafting Principles of decision making and communications. • Team Building: - Day 7 Trust building, Creative conflicts resolutions and avoiding personal conflicts, Accountability charting, result orientation.
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• Concluding the project: - Day 8 Change indicators, Story telling, corrections, sustaining the growth and best practices.
• Chai Boards : Every two months to energize and
strengthen the business / organization
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a business innovation workshop changes the
value an organization offers to various customers
and configures the capabilities and partners
required for creating, marketing, and delivering
this value and relationship capital with the goal of
generating profitable and sustainable revenue
streams
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DNA crafting is a long-term business fitness
plan, not a crash diet (consulting).
What makes our Business
innovation workshops unique?
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Don’t survive, thrive!
Every business is a growth business !
Every person can be a businessman !
……..Credo based
Every ordinary person can do extra
ordinarily !
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The Enterprise Ice-berg
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Visible
Tangible
about 12%
Invisible
Intangible
Revenue | Profit | Margins
Tangible assets | Systems
| Results | Structure | Actions
Customers | Products
People and their Performance
The Enterprise Ice-berg
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Revenue | Profit | Margins
Tangible assets | Systems
Sales | Results | Structure
Customer base | Products
People and their Performance
Customer-knowledge | Values | Purpose
Mindset | Shared Vision | Leadership | Trust | beliefs | Market knowledge | culture | Tacit – know how | Commitment |
Business awareness | Dreams | Execution will
power etc
The Enterprise Ice-berg
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We build from
here
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Every successful business have key players
Identifying key players in your organisation is challenging
(Anybody in the organisation could be a business key player (the range may
include from a receptionist to the CEO))
• Key players contribute to the survival and the competitive advantage of the business
• Key players directly or indirectly attracts /retain the customers.
• Key players are committed to the business and take decisions
that significantly impact the business
• Key players prioritize the business tasks and the resource allocation to the business
Key players oriented
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Facilitate learning…..Not teaching oriented
Advisor Facilitator
Outsourced
service Consultant
Client involvement
Se
rvic
e G
oa
l
Generate
Prescribe
Low High
strategy
Co-create
Collaborate
Apply tools
Customise
tools
Very High
Act
Execution
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Methodology
• Provocative (individual / group awakening)
• Interactive (group)
• Generative (Output oriented individual &
group)
• Spaced (time intervals)
The workshop outputs
• shape future of the business and
organisation
• create shared understanding
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Outputs are valuable only when
implemented
Actionable output is the accumulation of parts –
insights, ideas, observation, awareness, and so on
– that leads to shared understanding and committed
action
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• Business …more
• Organisation …well
Organization is a set of people who live the business
• Management …. less
Disentangle three strands of an Enterprise
Business
Enterprise
The Paradigm
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What do you (the business organisation) get? The effects of workshops
Intangibles Tangibles
Clarity: of business
direction, goals, wants
Focus: on direction, goals,
targets, measures, objectives
etc.
Leadership alignment
and team formation: common understanding |
mutual influence | shared views
| cooperation | synergistic
efforts
• Improved revenue / cost
structure
• Faster supply chain
response
• New product
development and services
• Unblocking of assets (financial, technological, human,
social, environmental, market etc)
We enable / promote two important
non-financial capitals
Knowledge capital
Social capital together
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Business is a social enterprise with
economic ends. DANIEL P. BURNHAM
Social environment
To
tal E
ne
rgy a
va
ila
ble
Total Energy Available is Limited!
Energy used for emotional survival
Energy used for business contribution
Su
pp
ort
ive
Co
op
era
tiv
e
Perm
issiv
e
Ad
vers
ari
al
Th
reate
nin
g
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When there is integrated view of business among all the
key players – Social capital grows!
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1. We innovate…….
2. We change mind set………
3. We connect …….
4. We construct…..
5. We collaborate ……
6. We adapt………
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Questions ????
Suggestions
Ideas
Feelings
Thank you
Consulting
….shaping visions
Finally
The work of the facilitator perishes with
the end of each workshop…….
but
…..the value of the experience lingers,
becomes memorable and get engrained
in the mindset of all participants.
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Our tools are questions. Answers will be discovered and later applied. Once the
answers are applied, the questions are forgotten.
A solution from an Expert is perfect for this moment only. The next time we approach
our doctor, tax advisor, tailor etc. the perfection will be for that next moment.
Fire broke out in a house. Within, a heavy, big, weighty man was
sleeping. The rescuers tried to carry him out through the window, but
could not. They tried through the door, but could not. He was really
fast asleep. Again, they tried from another window and later through
another door, they could not.
One wise man said, "Wake him up, he'll get out by himself!"
(Zen and the Art of Meditation by OSHO, 1997)
Whenever we go about our daily work
tasks,
we are learning naturally and intuitively
—
much of the time not even conscious
that
we are learning.
• Where do ______________your revenues come from?
• Where is cash spent?
• Where do I (you) fit on the business model?
“Human systems move towards what they
continually ask questions about”
(Cooperrider and Srivastva, 1987)
Mosteller (1981) provides a brief history on the rational approach to an important
problem. At one time, scurvy would contribute to the deaths of perhaps half of the
sailors on long voyages. In 1601, an Englishman, James Lancaster, conducted an
experiment and found that lemons were effective in preventing scurvy. This was the
first in a series of rational steps. But the British Navy did not adopt the use of
lemons. About 150 years later, James Lind conducted an experiment that showed
citrus fruits to be effective in preventing scurvy. The British Navy did not adopt citrus
fruits until 1795, nearly 50 years later. The British Board of Trade followed 70 years
later, in 1865. In other words, given rational and convincing evidence on the life-
saving capability of citrus fruits, it required 264 years for the findings to be adopted
by the British merchant marine.
Ownership
(dimension)
The likelihood that
someone will actually do
anything to improve the
situation, regardless of
their formal
responsibilities
(what it is?)
Accountability,
responsibility,
action, and
engagement
(what it determines…)
Ownership by passion, by ambition, by stakes, by emotion, by gains, by profits,
by gratitude, by commitment, by position, by attachment, by sentiments
To facilitate, is to help something (usually a process) move along. The word derives from "facile" which is French for "easy". To facilitate, then, is literally to make something easier. Facilitate does not mean "solving a problem" or "doing it for someone". It means doing something that makes a process run a little better.