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Business Triathlon #BizTriathlon

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Emiliano Soldi
Emiliano Soldi

Structured organizations today are not keeping pace with a changing world incessantly. The Business Triathlon (Lean Strategy/Start-up, Agile and Change Management) could be the solution.

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COME CAMBIARE, INNOVARE, E PRODURRE VALORE RAPIDAMENTE, IN AMBIENTI SOTTOPOSTI A COSTANTE TURBOLENZA @EMILIANOSOLDI #BIZTRIATHLON BUSINESS TRIATHLON
2 Ehi! It’s Me!!
3 SWIM STRATEGIC EXPLORATIVE BALANCING
4 BYKE EMERGENT STRATEGY/TACTIC TECHNICAL TEAR-AND-GO
5 RUN PRAGMATIC CONSOLIDATION CONSTANT PACE
6 TRANSITION CHECK POINT ADAPT TRANSFORM
7
O HAT
Business Triathlon #BizTriathlon
Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo. CAN’T YOU SEE?! EVERYTHING IS CHANGING, FASTER THAN EVER! DISRUPTION
11 STRATEGY VS EXECUTION HOW CAN WE STRONGLY LINK DEMAND VS CAPACITY HOW CAN WE MATCH RUN BIZ VS CHANGE BIZ HOW MUCH EFFORT SHOULD WE DEDICATE THE PROBLEM
CAN THE LEARNING FROM TRIATHLON, HELP TO DELIVER BETTER BUSINESS RESULTS IN THIS TURBULENT WORLD? THE SOLUTION
ON YOUR MARKS, GET SET, GO! 13
TRIATHLON BUSINESS APPROACH HIGH LEVEL STRATEGY VISION SWIM LEAN STRATEGY EMERGENT STRATEGY TACTIC BIKE LEAN START-UP PRAGMATISM DELIVER RUN AGILE TRANSFORMTRANSITION CHANGE MANAGEMENT
15 POSITIONING THE ORGANIZATION EXAMINES ITS STRENGHTS, OPPORTUNITIES, WEAKS, THREATS, RESOURCES AVAILABILE AND CAPABILITIES. HIGH LEVEL STRATEGY SENIOR MANAGEMENT AGREES UPON AN HIGH LEVEL STRATEGY BASED ON COMPANY'S VISION, VALUES, OBJECTIVE AND SCOPE. LEAN PORTFOLIO MANAGEMENT THE INITIATIVES ARE FUNDED ACCORDING TO STRATEGIC THEMES, THEN ANALYZED AND PRIORITIZED ACCORDING TO LEAN PORTFOLIO MANAGEMENT APPROACH. LEAN STRATEGY
16 DURING THE LEARN PHASE DATA IS ANALYZED ASSESSING PROGRESS AND RESULT ACCURATELY AND OBJECTIVELY. THE BUILD TRANSFORMS IDEAS INTO PRODUCTS, BUILDING A FEW BUT IMPORTANT FEATURES IN A MINIMUM VIABLE PRODUCT (MVP) AND RELEASING IT TO THE CUSTOMERS. THE MEASURE PHASE MEANS GATHERING PRECISE DATA ABOUT PRODUCT USAGE. LEAN START-UP
17 WHEN COMPLETED THE BUILD-MEASURE-LEARN CYCLE, IT'S TIME TO CHECK THE RESULTS AGAINST INITIAL HYPOTHESIS AND DECIDE TO PIVOT IF IT’S FALSE, OR PERSEVERE IF STILL VALID. PIVOTING
18 VALUES INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN AGILE ITERATIVE & INCREMENTAL PRODUCT DEVELOPMENT
19 CHANGE MANAGEMENT THE GOAL OF CHANGE MANAGEMENT GIVE SUPPORT AND TOOLS TO LET AN ORGANIZATION IMPROVE BY ALTERING HOW WORK IS DONE
20 CHANGE MANAGEMENT CHANGE MANAGEMENT IS THE ART OF USING APPROACHES, TOOLS, TECHNIQUES AND PROCESSES TO MANAGE THE PEOPLE SIDE OF CHANGE TO ACHIEVE A REQUIRED BUSINESS OUTCOME. CHANGE MANAGEMENT INCORPORATES THE ORGANIZATIONAL CAPABILITIES THAT CAN BE UTILIZED TO HELP INDIVIDUALS MAKE SUCCESSFUL PERSONAL TRANSITIONS RESULTING IN THE ADOPTION AND REALIZATION OF CHANGE.
AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEAN STRATEGY BIZ TRIATHLON POSITIONING (SWOT) RESOURCES CAPABILITIES AGILE/LEAN PORTFOLIO CORE VALUES VISION LEAN START-UPLEAN START-UPLEAN START-UP VALIDATION PRODUCT<>MARKET FIT OUTLINE BIZ MODEL OUTLINE ROADMAP DISCOVERY PROBLEM<>SLUTION FIT PROTOTYPING PROPOSED MVP KEY METRICS ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT H.L STRATEGY STRATEGIC THEMES BUSINESS DRIVERS INVESTMENTS Pivot
AIT Y OMPANY S OT A TART P
TODAY, STRUCTURES AND CULTURES BUILT OVER THE PAST CENTURY, CAN NO LONGER KEEP UP. 23
TURN ON A DIME, FOR A DIME CHANGING, FASTER, AT LOW COST. 24
ELL IRTUALIZE ECOUPLE T THE KOTTER MODEL Accelerate’s 8-Step Process
A well structured hierarchy, with heavy managerial processes can produce reliable and efficient results on a weekly, quarterly or annual basis. Such an operating system lets people do what they know how to do, exceptionally well. THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)
WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT TO THE EXISTING HIERARCHY.
SECOND OPERATING SYSTEM THIS NETWORK BASED OPERATING SYSTEM COMPLEMENTS RATHER THAN OVERBURDENS THE HIERARCHY, FREEING THE LATTER TO DO WHAT IT IS OPTIMIZED TO DO. TWO SYSTEMS, ONE ORGANIZATION THE NETWORK AND THE HIERARCHY MUST BE INSEPARABLE, WITH A CONSTANT FLOW OF INFORMATION AND ACTIVITY BETWEEN THEM, AN APPROACH THAT WORKS IN PART BECAUSE THE VOLUNTEERS IN THE NETWORK ALL WORK WITHIN THE HIERARCHY.
1° OPERATING SYSTEM FUNCTIONAL HIERARCHY 2° OPERATING SYSTEM STRATEGY NETWORK IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN AND ACCELERATES STRATEGIC CHANGE. THAT SECOND OPERATING SYSTEM, IS DEVOTED TO THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY, THAT USES AN AGILE, NETWORK-LIKE STRUCTURE AND A VERY DIFFERENT APPROACHES. 29
30
XLR8XLR8XLR8 AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEAN STRATEGY BIZ TRIATHLON POSITIONING (SWOT) RESOURCES CAPABILITIES AGILE/LEAN PORTFOLIO CORE VALUES VISION LEAN START-UPLEAN START-UPLEAN START-UP VALIDATION PRODUCT<>MARKET FIT OUTLINE BIZ MODEL OUTLINE ROADMAP DISCOVERY PROBLEM<>SLUTION FIT PROTOTYPING PROPOSED MVP KEY METRICS ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT NEVER LET UP + INSTITUTIONALIZE CHANGE CAPABILITIESCAPABILITIESNEWNEW TECHNOLOGY MASTER DATA BIZ TRANSFORMATION TALENTS CULTURE EXECUTE MOBILIZED LEADERSHIP 2ND OPERATING SYSTEM REMOVE BARRIERS PREPARE PURSUING BIG OPPORTUNITY GUIDING COALITION CREATE URGENCY H.L STRATEGY STRATEGIC THEMES BUSINESS DRIVERS INVESTMENTS Pivot
EHI YOU! DON’T YOU THINK THAT, AS A CHANGE AGENT, YOU SHOULD FURTHER DEVELOP THESE ATTITUDES? Be Agile Practice Be Passionate Be Persistent Learn Be Bold Multidisciplinary Study WELL, LET’S PRACTICE BIZTRIATHLON TOGETHER! THANK YOU!
#

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Business Triathlon #BizTriathlon

  • 1. COME CAMBIARE, INNOVARE, E PRODURRE VALORE RAPIDAMENTE, IN AMBIENTI SOTTOPOSTI A COSTANTE TURBOLENZA @EMILIANOSOLDI #BIZTRIATHLON BUSINESS TRIATHLON
  • 7. 7
  • 10. Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo. CAN’T YOU SEE?! EVERYTHING IS CHANGING, FASTER THAN EVER! DISRUPTION
  • 11. 11 STRATEGY VS EXECUTION HOW CAN WE STRONGLY LINK DEMAND VS CAPACITY HOW CAN WE MATCH RUN BIZ VS CHANGE BIZ HOW MUCH EFFORT SHOULD WE DEDICATE THE PROBLEM
  • 12. CAN THE LEARNING FROM TRIATHLON, HELP TO DELIVER BETTER BUSINESS RESULTS IN THIS TURBULENT WORLD? THE SOLUTION
  • 13. ON YOUR MARKS, GET SET, GO! 13
  • 14. TRIATHLON BUSINESS APPROACH HIGH LEVEL STRATEGY VISION SWIM LEAN STRATEGY EMERGENT STRATEGY TACTIC BIKE LEAN START-UP PRAGMATISM DELIVER RUN AGILE TRANSFORMTRANSITION CHANGE MANAGEMENT
  • 15. 15 POSITIONING THE ORGANIZATION EXAMINES ITS STRENGHTS, OPPORTUNITIES, WEAKS, THREATS, RESOURCES AVAILABILE AND CAPABILITIES. HIGH LEVEL STRATEGY SENIOR MANAGEMENT AGREES UPON AN HIGH LEVEL STRATEGY BASED ON COMPANY'S VISION, VALUES, OBJECTIVE AND SCOPE. LEAN PORTFOLIO MANAGEMENT THE INITIATIVES ARE FUNDED ACCORDING TO STRATEGIC THEMES, THEN ANALYZED AND PRIORITIZED ACCORDING TO LEAN PORTFOLIO MANAGEMENT APPROACH. LEAN STRATEGY
  • 16. 16 DURING THE LEARN PHASE DATA IS ANALYZED ASSESSING PROGRESS AND RESULT ACCURATELY AND OBJECTIVELY. THE BUILD TRANSFORMS IDEAS INTO PRODUCTS, BUILDING A FEW BUT IMPORTANT FEATURES IN A MINIMUM VIABLE PRODUCT (MVP) AND RELEASING IT TO THE CUSTOMERS. THE MEASURE PHASE MEANS GATHERING PRECISE DATA ABOUT PRODUCT USAGE. LEAN START-UP
  • 17. 17 WHEN COMPLETED THE BUILD-MEASURE-LEARN CYCLE, IT'S TIME TO CHECK THE RESULTS AGAINST INITIAL HYPOTHESIS AND DECIDE TO PIVOT IF IT’S FALSE, OR PERSEVERE IF STILL VALID. PIVOTING
  • 18. 18 VALUES INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN AGILE ITERATIVE & INCREMENTAL PRODUCT DEVELOPMENT
  • 19. 19 CHANGE MANAGEMENT THE GOAL OF CHANGE MANAGEMENT GIVE SUPPORT AND TOOLS TO LET AN ORGANIZATION IMPROVE BY ALTERING HOW WORK IS DONE
  • 20. 20 CHANGE MANAGEMENT CHANGE MANAGEMENT IS THE ART OF USING APPROACHES, TOOLS, TECHNIQUES AND PROCESSES TO MANAGE THE PEOPLE SIDE OF CHANGE TO ACHIEVE A REQUIRED BUSINESS OUTCOME. CHANGE MANAGEMENT INCORPORATES THE ORGANIZATIONAL CAPABILITIES THAT CAN BE UTILIZED TO HELP INDIVIDUALS MAKE SUCCESSFUL PERSONAL TRANSITIONS RESULTING IN THE ADOPTION AND REALIZATION OF CHANGE.
  • 21. AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEAN STRATEGY BIZ TRIATHLON POSITIONING (SWOT) RESOURCES CAPABILITIES AGILE/LEAN PORTFOLIO CORE VALUES VISION LEAN START-UPLEAN START-UPLEAN START-UP VALIDATION PRODUCT<>MARKET FIT OUTLINE BIZ MODEL OUTLINE ROADMAP DISCOVERY PROBLEM<>SLUTION FIT PROTOTYPING PROPOSED MVP KEY METRICS ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT H.L STRATEGY STRATEGIC THEMES BUSINESS DRIVERS INVESTMENTS Pivot
  • 22. AIT Y OMPANY S OT A TART P
  • 23. TODAY, STRUCTURES AND CULTURES BUILT OVER THE PAST CENTURY, CAN NO LONGER KEEP UP. 23
  • 24. TURN ON A DIME, FOR A DIME CHANGING, FASTER, AT LOW COST. 24
  • 25. ELL IRTUALIZE ECOUPLE T THE KOTTER MODEL Accelerate’s 8-Step Process
  • 26. A well structured hierarchy, with heavy managerial processes can produce reliable and efficient results on a weekly, quarterly or annual basis. Such an operating system lets people do what they know how to do, exceptionally well. THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)
  • 27. WHAT WE NEED IS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT TO THE EXISTING HIERARCHY.
  • 28. SECOND OPERATING SYSTEM THIS NETWORK BASED OPERATING SYSTEM COMPLEMENTS RATHER THAN OVERBURDENS THE HIERARCHY, FREEING THE LATTER TO DO WHAT IT IS OPTIMIZED TO DO. TWO SYSTEMS, ONE ORGANIZATION THE NETWORK AND THE HIERARCHY MUST BE INSEPARABLE, WITH A CONSTANT FLOW OF INFORMATION AND ACTIVITY BETWEEN THEM, AN APPROACH THAT WORKS IN PART BECAUSE THE VOLUNTEERS IN THE NETWORK ALL WORK WITHIN THE HIERARCHY.
  • 29. 1° OPERATING SYSTEM FUNCTIONAL HIERARCHY 2° OPERATING SYSTEM STRATEGY NETWORK IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN AND ACCELERATES STRATEGIC CHANGE. THAT SECOND OPERATING SYSTEM, IS DEVOTED TO THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY, THAT USES AN AGILE, NETWORK-LIKE STRUCTURE AND A VERY DIFFERENT APPROACHES. 29
  • 30. 30
  • 31. XLR8XLR8XLR8 AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEAN STRATEGY BIZ TRIATHLON POSITIONING (SWOT) RESOURCES CAPABILITIES AGILE/LEAN PORTFOLIO CORE VALUES VISION LEAN START-UPLEAN START-UPLEAN START-UP VALIDATION PRODUCT<>MARKET FIT OUTLINE BIZ MODEL OUTLINE ROADMAP DISCOVERY PROBLEM<>SLUTION FIT PROTOTYPING PROPOSED MVP KEY METRICS ITERATIVE/INCREMENTAL PRODUCT DEVELOPMENT NEVER LET UP + INSTITUTIONALIZE CHANGE CAPABILITIESCAPABILITIESNEWNEW TECHNOLOGY MASTER DATA BIZ TRANSFORMATION TALENTS CULTURE EXECUTE MOBILIZED LEADERSHIP 2ND OPERATING SYSTEM REMOVE BARRIERS PREPARE PURSUING BIG OPPORTUNITY GUIDING COALITION CREATE URGENCY H.L STRATEGY STRATEGIC THEMES BUSINESS DRIVERS INVESTMENTS Pivot
  • 32. EHI YOU! DON’T YOU THINK THAT, AS A CHANGE AGENT, YOU SHOULD FURTHER DEVELOP THESE ATTITUDES? Be Agile Practice Be Passionate Be Persistent Learn Be Bold Multidisciplinary Study WELL, LET’S PRACTICE BIZTRIATHLON TOGETHER! THANK YOU!
  • 33. #