5. An Inspired Vision, setting clear direction and intention, through the application
of Decision Quality – solidified into a Solution, delivered against a Shared and
Owned Roadmap, operating on an Optimal Platform – all achieved through
Collective Endeavour and Strong Leadership. Underpinned by relentless
and sustained execution!
To deliver this requires or an operating model, human Within the will comes motivation
considerable commitment, behavior, customer service or and appreciation. This is not
expertise and a deep the product range. simple. Appreciation only comes
understanding of what it after prolonged engagement
Transformation requires four
takes to make change stick. It that results in ownership of
key ingredients at least:
demands real depth in every the idea. The will is achieved
dimension – both the right IP 1. conscious ‘will’ on the part
A and then sustained when the
and resources, the right skills, of those driving the change inspired leader creates the
long-term investment and 2. A clear and unified direction
environment for an engaged
strong partnership. of travel team to collaborate and fine-
Any change to anything requires 3. he focused commitment of
T tune the Vision and the plan
the application of significant will the workforce as it emerges.
and dedicated, well organized 4. he capabilities and resources
T
to make it happen This is a team endeavour.
resource. Whether it’s culture
3
6. YOU HAVE TO
“
context! ”
PUT IT INTO
We hear that all the that you have to tackle everything To function as a living system
time. But whose context? in one go. Mastery comes from requires appreciation of all of
And how do we decide understanding all of the moving the moving parts, the dynamics
how wide a context parts and their interoperability of that system and the multiple
to consider, without and possessing a framework for ways that they affect all
becoming overwhelmed connecting them, against which ‘moments of truth’ (key events
by the sheer complexity you can make quality decisions. or activities) that can cause an
that results? effect (good or bad).
We can learn so much from nature
It goes without saying that the – the most effective living system
Your reading of the rest of this
wider your appreciation is, and yet the last model for us to
document, and the value you
the better you will understand think of adopting in our business.
derive, will be determined by
others’ perspectives and Nature’s single purpose is to
the context within which you
discover better ways of thinking survive and to do that requires it to
consider each topic and how
about your challenge. And just continually evolve and, despite our
because you are considering clumsy interventions, it does an many of the connections across
a wide context doesn’t mean incredible job. topics you take on board.
4
9. “Out of intense
complexities,
intense
simplicities emerge.”
Winston Churchill
THE
Group Partners
CALCULATOR
This compendium of Structured Visual
Thinking™ takes each one of the
system dynamics the moving parts
that we typically work with and adds
further definition to them from a
Group Partners perspective and based
on the insight we have gathered
related to managing the complexity of
businesses in the 21st Century.
We start with the Future – one that is becoming
harder and harder to predict, beyond the certain
knowledge that the world today is rapidly changing,
dynamic and full of surprises. Success in the 21st
Century is as much about readiness for anything as
it is about sound business experience.
7
10. The FUTURE
The future belongs to the real leaders.
The ones who are prepared to change
everything in pursuit of their outcome.
Those who challenge convention.
8
11. Those who continually explore Consumers and users in every where people are empowered
and embrace the wider industry on the planet demand to do creative and valuable
context with limitless energy quality as ‘table stakes’. All work in the blink of an eye, at
and curiosity. Leaders in the consumers expect a seamless, the stroke or ‘pinch’ of a screen.
future will be the ones that can synchronized and valuable Tools and applications are
manage the increasing dynamics experience for themselves. We designed for sheer performance
and complexity of the 21st are all consumers and users and frictionless enjoyment.
Century. Doing all this in ways and we expect a solution and They work. Everything works
that have yet to be imagined. intelligent service as standard.
the way we think. Orchestrated.
We can each walk if we don’t get
In the future there are three Choreographed. Fluid.
it. It is here that leaders win or
kinds of businesses – those lose and where the big bets we The future though is not a path
who make it happen, those make ultimately pay off. for the faint-hearted. It requires
who let it happen and those
a new level of effort, creativity
that wonder what happened. A The future is about solutions
and inspiration. A crusade that
distinguishable ‘Vision’ is what emerging in real-time, co-
determines a global leader. The created for the customer with makes others want to follow.
‘Vision’, if shared, is the spark the customer. The future means It demands that the entire
that causes things to happen. A partnering with the consumer enterprise and its wider ‘eco-
leader has typically paved the to design better and better system’ are in lock step. Moving
way for differentiated value and solutions. This is the only strategy together as one. The future is
the ‘Vision’ must be designed to for a leader to win and stay now! It just needs a Vision to
ensure it will stay there. winning.The future is a place bring it to life.
9
12. the Philosophy
In an ever-changing landscape, being
able to adapt and respond to new
developments is Job 1. Anticipating
and even shaping the direction is
where leaders should be heading.
Even if we had a crystal ball it’s highly unlikely
we would place much store in it. Apart from the
inherent dangers of relying on a single prediction,
or at least a single source of information, there is
much to be gained from the process of
exploration and enquiry.
You never know what you may learn and the more
open-minded your approach, the more you will
discover. Opportunity is everywhere. The skills
and capabilities that we seek to help us embrace
the future and continue to adapt are not the ones
that have sustained us over the last few decades.
Now the successful organization requires a
culture and environment of openness, exploration
and creativity – and a willingness to listen to the
people who can best contribute, not just those in a
position of power.
10
13. the Approach
It is second nature in Group Partners Additionally our proprietary 4D™ frameworks
Practice to constantly seek out new business equations drive our discussions and force
concepts and ideas and to find us to think hard about where we want to position
new ways to use them to stimulate ourselves in this future.
thinking. We learn from every
In Application:
assignment and are totally open
to new techniques, as long as they D1. Discovery – In the early phases, and where
meet the core principles of Structured our clients invest time to use this framework, we
Visual Thinking™. can explore the business context and trends in
related industries and consider what we might do
We bring the results of our curiosity to every new
to differentiate ourselves.
engagement from the very start of the process.
This shows up in many ways: D2. Development – This framework forces us
to declare an ambition and a future. We do this
• hrough the creation of stimulus material that
T
against a clear frame of reference that ensures we
sets the challenge in a wide context and through
consider the dynamics most affecting our world.
potentially new lenses and perspectives
The more seriously we take these dynamics the
• hrough pre-workshop exercises and discussion
T better prepared we will be for the future.
•
Through wide ranging community
debate and blogs
11
14. Purpose-
GOAL CONGRUENCY
Wouldn’t it be great if we were Collectively building strategies
all shooting for the same thing...? and plans that were beautifully
connected and interoperable?
In a world where the organization
is still constrained by silos and
functional departments, the
odds of everyone linking up to
a unified outcome are not that
high. It is too easy to be caught
up in departmental agenda
12
15. and self-interest. Even where We use the term ‘goal that is supportive of the overall
the leadership has declared a congruency’ deliberately. There outcome and in harmony, fully
clear ambition and purpose is no single goal for most connected to the intentions of
there is rarely a holistic blueprint organizations – that would fellow departments. It’s going
supporting it that has only one be unrealistic. to help significantly if you have
intention – the best possible a good understanding of your
outcome for the business.We What we mean is the
most important stakeholders,
would argue in today’s world achievement of an aligned
both internal and external.
that we would acknowledge the strategy. One where individual
triple context rather than department goals achieve their This is the foundation for a
purely internal ambition. functional objectives in a way living system.
13
16. the Philosophy
Aligning a variety of goals across This is not about micro-managing every business
an organization requires us to first unit or department. It’s about giving everyone a
establish the common denominator common direction and establishing the frame for
that will lift everyone up from their them, within which they can build the best plans.
own perspectives to consider the This requires a team to open their minds and be
common good; that ultimate set willing to see and appreciate the pressures and
of goals that everyone should be drivers of others, and to have a better awareness
shooting for. of the implications of their own goals and plans on
other departments and teams.
This requires clear and appropriate governance
and a shared framework for operating – without
overly constraining the organization’s ability to
empower its teams at a local level.
14
17. the Approach
This is a critical foundation to establish D2. Development – As we move forward and
in any engagement. We will be testing start to shape our strategy we keep the goals
for alignment to goals and direction and objectives now framed in context in Module
from the very beginning – this shapes D1-K and build our definition so that we all fully
the way we think about designing the appreciate what these goals mean to all of us.
program for each client. Not many of us get out of bed and come to work
simply to help the business make money – it helps
Very few organizations are able to declare goal to translate these into the significant outcomes – a
congruency – a significant challenge for any large clear definition of success.
organization. It requires a lot of conditions to be
met for it to really exist, in a sustainable way – you Every time we bring the group together to develop
can’t demand this. the next framework, or to refine and enrich the
latest one, we build alignment. And by equipping
In Application: the team to continue to apply the structure and
logic of the frameworks we are enabling them to
D1. Discovery – One of the primary outcomes
share a common model – something that they can
of a Discovery session is team alignment.
all connect to.
The very act of taking a group of people with
individual goals and perspectives through the
11 conversations of Discovery creates the first
foundation of alignment. As we explore the
business context modules within this framework we
test more thoroughly how well we understand what
it is that we are all trying to achieve. With this we
can begin to declare a direction of travel.
15
18. A CLEAR
vision INSPIRED
The Vision is our The Vision is a unifying emotional connection to the
flag in the ground. mechanism. It provides a story business and the manifestation of
that can be shared across shared ambition and aspiration.
It ensures that the emerging stakeholders, internal and Great Visions will be in harmony
‘solution’ knows where to head. external, in a way that makes it with the future – as far as we
The Vision is designed to explain possible for everyone to describe can predict that. They will be
and inspire the viewer in equal and connect with. It is everyone’s sensitive to the direction that
measure. The Vision describes vision and so the success of economy, industry and society
(what is often the abstract the strategy becomes personal are all heading.
language) the meaning of “We to everyone and not just to the
want to be the best”, “We will leadership.Visions have to be They will even be shaping
be the leader” or “We will be grounded in reality – believable the future. A Vision is in part
the most innovative/excellent and achievable – and they also a framework and in part a
solution in this industry”. have to inspire. Visions are the governing construct – something
16
19. that ensures that the future is something to be buried away in
built in now and not bolted on a management plan. They need
later. This requires sufficient to attract attention, to provide a
clarity to serve as the foundation constant reminder of where
for the ‘solution’ and the strategy we are heading.
that will deliver it.
They need to be told over and
The Vision is almost always a over, and by as many people
catalyst for change. Change as possible, covering as many
often comes with the tag perspectives as necessary to
‘transformation’ and that resonate with everyone. Creating
means utter change.Visions
a shared sense of purpose.
need continuous exposure
to stay alive. They are not Visions have to be realized.
17
20. the Philosophy
We regularly come across situations
where a team is busy building and
implementing plans, and have even
agreed priorities, yet can’t explain
their Vision or how their many
initiatives contribute to this.
Forcing a team to step back and define the
Vision often opens up a huge and valuable
debate and creates that elusive unifying story
that everyone complains is missing, but didn’t
really know how to get one.
Visions for us are generally told in multiple
perspectives and break into 2 discrete components
– we call these ‘happy duck’ and ‘busy duck’.
‘Happy duck’ describes our Vision for the customer
while ‘busy duck’ looks at the world from a more
operational perspective.
It’s not enough to be able to tell the story solely An example of a D2 Future Vision
to the client or to the workforce, a Vision has to
be complete. Without that there is no guarantee
that you will be able to create that fully aligned
and coherent business operation that is
everyone’s nirvana.
18
21. the Approach
A Vision starts when we ask ourselves In this part of the framework we suspend reality
“What could we do?” Given the slightly and imagine any possible future scenarios
opportunity and the environment to – we can and will ground these later – first we
imagine the art of the possible brings need to think big.
out the passion and creativity that is all
Sometimes we will spend a day dedicated to these
too often stifled by everyday pressures.
scenarios – really delving into each one and
Far too few businesses actually embed quality- giving it identity and definition so that we can
thinking time in the working day – for those that test the idea fully.
do, the return will exceed the investment.
D2. Development – We will bring the best of
In Application these scenarios, when we have them, into the
Development phase and use them to help us
D1. Discovery – Where the first half of the describe the Vision – we may even describe
framework seeks to create a solid foundation multiple Visions.
and appreciation, the second moves us to a new
mindset. This is where we ask “so what?”. It’s
great that we now have a much clearer and wider
appreciation of our world and what we have to
offer – but we could say the same of many other
businesses, many of them our competitors.
19
22. Governance When that word crops
up in your world what
are the first words that
spring to mind?
20
23. If you were taking part in one our own experience of what can
of those psychological tests make a difference suggests a
what would your immediate number of conditions need to
response be? be present and aligned:
• Constraint? • Ownership
• Bureaucracy? • Belief
• Delay? • Clarity
• Authority? • Relevance
• Capability
Or would it be:
• Rigor? These then suggest that
governance, to be effective,
• Decision Quality?
should contain the following
• Accountability? components:
• Structure?
• Consequences
Your response is most likely • Shared definition
influenced primarily by past • Meaningful measurement
experience. Most people would
agree that governance in some Governance works hand in
form is essential. Very few hand with Decision Quality.
organizations give this topic the What is the point of investing
investment it deserves. time and energy in governing
questionable activities?
If they did more people would
value it and it could even Maybe we should lose the
simply become ‘the right way word altogether and just call it
to manage’, rather than some Management?
external enforcement system
Interestingly, when we first
imposed on the majority by
drafted this document
the minority.
Governance was placed right
What would that take? at the end – how easy it is to
simply default and think about
The best thinking that we have this last! We think it belongs
encountered, combined with better where it is now.
21
24. the Philosophy
While we regularly use the term, what success looks like, being able to tell that we
our objective in assignments is to are achieving it and knowing whose responsibility
it is to contribute what value to the business. And
introduce a new way of thinking
for the inevitable exceptions there has to be a way
about governance from the earliest of realigning or handling the unexpected.
possible point in the process. This isn’t
something that we bolt on at the end. Knowing where to focus precious resource and
what sequence to prioritize the many projects
Getting everything lined up so that there is an and initiatives means having a framework that
effective model in place means knowing exactly everyone can share.
An example of a Governance Framework
22
25. the Approach
It’s hard to pin governance down D2 Business Equation
to a specific framework or module,
“To achieve the desired Strategic Outcome; (the
although some play a more
ultimate goal) (H) and deliver the Redefined
significant part.
Conditions (G); (the measurable effects that result)
Our frameworks themselves are governors when optimally enabled by the necessary Governance,
used well. The ability to see and maintain a clear Capability and Cultural Environment Operating
line of sight across each individual framework and Model (F) - what is the planned Roadmap of
between the frameworks represents effective and Activities and Actions (E), (Action Plan) that will
integrated governance. deliver against the integrated Strategic Themes (D)
that themselves are directly driving the effects in
In Application (G) and take the business towards the new Future
Vision (C) based on the Business Imperatives (B)
We call this the Business Equation and there is one
(the business drivers) which will move the business
for each of the first 2 frameworks:
away from the Current Reality (A) and fully answer
D1 Business Equation the Exam Question?”
“By what decision criteria [H] do we decide In addition to this – and closely linked to Decision
what value proposition, story or offer [G] about Quality – is what we call ‘The Calculator’. This
which mix of product [E] and/or service [F], gets is a device that we use from the start of an
delivered through which channels [D], addressing engagement to map every dynamic of the world
what trend, market issue or point of pain [C], within which we operate and need to consider
to which (most valuable) customer segments against our Exam Question. This very book is
[B], resolving what aspiration or need [A]? With based on the construct of the Group Partners
what capabilities and behaviors [I], against what calculator for our method.
timeline [J] achieving the goals [K] at minimum
risk and maximum return on investment?”
23
26. Decision
quality
For a Vision to persist the
organization has to believe it will
become a reality.
That means that we have to add definition and
direction and show that we are serious and have a
plan for achieving it.
Any Vision will be achievable through more than
one approach and solution and can be introduced
through a variety of routes. With so many
opportunities and possibilities open to us how
do we decide the best options for our business?
How much time do we actually invest in making
our decisions and how many people are actively
involved in the process?
Many of the organizations that we work with
are unable to describe a structured process for
decision-making – yet this very act can make
or break a strategy. The decisions that we take
and the priorities that we choose will influence
everything that follows.
Now we can start to build the future.
24
28. the Philosophy
There are no cast-iron guarantees of are we making these choices? This is about
success in today’s environment, but establishing a Frame for your strategy – we call
there are proven methods for giving this setting the Exam Question. Without this frame
yourself the best possible chance of any answer is arguably the right one and any road
succeeding – and of being able to could lead you there.
respond and adapt to ever changing
circumstances. With a clear frame you can then start to consider
the criteria that you would apply that will help you
This is called Decision Quality (DQ) and it is a to assess options. There are always options, the
science that originates from Stamford University.
variables that could help you to determine trade-
At its simplest level DQ requires us to think offs and compromises and the critical uncertainties
deliberately about our process for decision- that you have to take into account. With a clear
making. This starts with understanding the context appreciation of the impact that they could have on
for our decisions – why and for what objective your eventual outcome.
An example of a Decision Framework
26
29. the Approach
Like Governance, Decision Quality In Application
starts very early in our approach.
D1. Discovery – We have a module in this
Our core method (4D ) is fundamentally about
TM framework dedicated to decision-making. From
Decision Quality. After all, that’s ultimately the the beginning we will test how decisions should be
essence of good strategic thinking. In our approach made – what criteria will provide the best means to
this starts with having clarity about what problem judge options and where compromise needs to be
you are trying to solve and builds in rigor as the made. The data will come directly from discussion
framework for making decisions emerges along with and often through the conversations of the other
the context and options. modules – if asked directly what the criteria are,
we doubt we would get the right response.
This is an extension of Governance. Knowing
how we make decisions and understanding the D2. Development – We will continue to test the
variables, trade-offs and uncertainties provides us criteria and also the filters that may need to be
with the data to start to create a more structured applied when making decisions. By the time we
and relevant approach to decision-making. reach the strategies and initiatives in this framework
we will have a strong hypothesis to test – and this
will continue to be refined by the team as they build
out the framework.
D3. Decision – In some cases we go very deep!
While the decision phase is not strictly sequential
in some instances we will dedicate group time
to work through the strategies and initiatives to
stress-test the options. This is particularly relevant
where there are multiple ways to achieve a Vision,
or even multiple Visions and scenarios.
27
30. Shared
MEANING Whenever our love affair with the
latest term or buzzword dies we
invent a new language.
And when we don’t achieve the results we want
we call it a fad, blame it on a flawed model
and invent a new and more complex one.
What if we simply invested our energies into
gaining clarity and appreciation of each others’
perspective and meaning?
We are a diverse breed with different value
systems, different capabilities and different levels
of awareness. That diversity is what makes great
teams (when we learn how to combine strengths)
so where is the sense in trying to force our
language on others and expect the meaning to
translate exactly as we intended? Just because we
know what we meant doesn’t mean that everyone
else sees the world in the same way, or speaks the
same language.Somehow we have to find a way
of getting beyond semantics and personal mental
models and open our minds, eyes and ears to
truly hear what we are all trying to say.
Goal congruence will never be fully achieved
without us uniting over definition.
28
32. the Philosophy
Shared Meaning is a close relative of While Goal Congruency can be established
Goal Congruency. It’s hard to have and then tested on a periodic basis, new
developments and initiatives require their
one without the other.
meaning to be constantly defined. And meaning
In a world that works virtually for so much of the needs to run deep into every aspect of the
time, having a shared language is essential. The organization for it to be effective, particularly
where it supports shared governance.
cost of discovering that we were all working to a
different set of definitions gets higher the longer It helps if everyone can literally see what they
we go our own way. A statement of the obvious! are talking about.
30
33. the Approach
Even the most rigorous processes can’t In Application
completely guarantee that everyone is
Everything we do has a visual aspect – every
going to develop their vision/strategy/
framework, every piece of stimulus and every
plans against a common definition, or
deliverable is a carefully designed blend of visual
that they left a workshop with a single
and narrative.
interpretation of the outcome.
The critical insights of every workshop discussion
This is why visualization plays such a significant
and our subsequent consolidation are documented
part in our philosophy and approach. It is a
and provided as deliverables. Our aim in every
proven scientific fact that visual information can
engagement is to leave the client better equipped
be processed (12) times faster than word alone.
than they were when we were invited into their world.
Of course we use word as well and structure.
While any picture is helpful, to achieve a lasting
appreciation requires something more rigorous –
and every bit as compelling.
31
34. Solution
“Just give me the Quick fixes are so attractive moment in time when we
solution!” – everyone in this scenario. Just paper learned that hard coding was
wants to cut to the over the cracks with the latest not a very good idea? The same
chase and get their new technology or tool and by applies to designing solutions
problems fixed. the time we discover that the today – we have just extended
problem didn’t really go away the context within which we
We are a species on a mission we’ll probably be long gone. consider systems significantly.
to get everything done as quickly
and easily as possible. And in Isn’t that what the last What is actually wrong with
a world where everyone can group did? getting to the root cause first?
become an ‘expert’ instantly why In many ways we can draw Those agile, rapid methods and
go to a ton of trouble analyzing parallels to the early days that shiny new toy will still be
and discussing the answer – we of software design and data there and you might even find
just want to get on and do it. modeling. Remember that that you get the right one this way.
32
36. the Philosophy
The best blueprint or framework 3. now what needs to change and choose the
K
creates necessary structure without right sequence in which to affect the change
imposing unnecessary constraint.
Through this we seek to create a balanced/
Creativity is alive in the way it is populated; rigor is
less risky solution and a conclusion to the Exam
present in the way it is structured. Fundamentally
this approach ensures that we: Question we are asking: “What is the optimal
solution and roadmap to achieve the operational
1. onsider every moving part of the system
C
environment, and in so doing, properly augment/
and its purpose
enable the business goals locally/globally?”
2. Understand the interoperability across all
dimensions of the system Now we are ready for the Journey.
Illustrating the moving parts
34
37. the Approach
In order that any Solution is In Application
rigorously engineered to meet the
These need to be treated as a calculated set of
Vision it needs to include every
conclusive components, and not some arbitrary
component that contributes to
jumble of bits that may or may not work together
its success to be considered and
when put to the test. For Group Partners this
designed as a complete system.
means structured frameworks – this is another
And the word system here is used in its widest application of our calculators – they serve as the
possible context. This means policies, processes, solution context that in turn informs the strategies
values, principles, capabilities, behaviors, and initiatives that will deliver the Vision.
technologies and tools that all add up to
These structures serve as Blueprints for
delivering the Vision.
the Solution.
D2. Development – Guided by the Vision and
outcomes, and fully connected to the most important
things to address, we can build our strategies and
initiatives that define the solution. Within this module
we include everything that is needed to deliver the
Vision that by now everyone in the team has co-
created. This includes acknowledgement of in-flight
projects and covers every aspect of the business.
35
38. A Coherent Vision – A Unified ultimate test of achievement. Here is also where
Business Platform. semantics rears its head again. When we talk of
operating models we mean everything that
A unified Platform means standardized systems it takes to operate in a way that is in harmony
and streamlined processes, delivering unique with our vision and the very DNA of the
solutions to individual consumers and users all business, nothing less.
the time, every time. A unified Platform gives
any business the ways and means to be leaders This is not a conversation about the organization
– valued and indispensable – locally, regionally chart and is most definitely not about low level
and globally! procedures and who does what. While this is still
the primary response to organization design we
All over the world, all the time. believe this to be an approach and mindset that
This is where we get down to the things that time expired sometime in the last decade. In a
are so personal to everyone and represent the world that is increasingly networked and operating
FLEXIBLE
SECURE Platform
36
39. on a global, or at least multi-national level in one applying new models with great success.
way or another, we have to take a more inclusive When organizations struggle to perform at their
approach to the way we design our operating best there are nearly always organizational
model. This is equally relevant when it comes to design issues at the heart of the problem.
a workforce that is used to being connected to The optimized organization doesn’t have to
whoever, however and whenever. talk about processes or enforce complex rules
and multiple layers of management. Stuff just
The new generation of business leaders will happens, because everyone knows where they
not flourish in hierarchical silos using outdated are heading, how they contribute and what it
methods and technologies. Some kind of will take to get there.
organization is still necessary, it just doesn’t
have to be approached in the conventional way. And once there they are fully committed and
More enlightened organizations are already empowered for constant evolution.
37
40. the Philosophy
It’s all too easy to declare a new
strategy and Vision and expect the
rest to follow.
OK, maybe even that is not necessarily easy, but
having an intention that is then successfully articulated
and embraced widely is still just the beginning.
Knowing what this means to the way everyone
works together, the way the organization is
managed is one of the keys to success. This is
design in its truest sense and in the best strategies
is part of the thinking from day one. Your An example of an Operating Model
organization is full of human beings who bring
their own identity and uniqueness to work with
them and if allowed will use that to the best of
their ability to deliver the Vision.
38
41. the Approach
We will be exploring the operational D2. Development – By the time we get to the
implications for the business from Operational Model module of this framework
the very start. we have all the clues that we need to think about
what we need to have in place to land this vision.
Even before the workshop and first group In this module, and with no excuse for missing
discussion we will be exploring the client the hidden implications, we can define the correct
environment and getting our heads inside that structure and mode of operating for the business
world, testing how much we can learn about the and in a way that will sustain the Vision.
DNA and culture of the business.
D4. Deployment – In some engagements we
In Application will unpack this module into a framework of
its own and define this model in great detail
D1. Discovery – one of the questions that we
with emphasis on the culture, the capabilities
ask after we have allowed ourselves the creativity
and the environment that will be needed. Most
of imagining the future is “what is stopping us
businesses have partnerships that can help them
as an organization?” If these options are so
to implement the physical systems and design the
attractive why haven’t we already implemented
new processes. As long as they don’t completely
them? This will start to tease out the cultural
hand over the problem to others there is no
and behavioral challenges, as well as the more
reason why bringing in the experts now should
practical organizational and governance issues
derail success.
– everything that is holding the business back,
albeit unintentionally.
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42. MEANINGFUL
Partnerships
Leverage – In the 21st Century no A well-designed organization has very few
leader can stay in front without hard boundaries that create walls between the
leveraging the best of the best. internal workforce and the wider network.
To try to build (and then continue to develop) Collective Intelligence is an expression that
everything one’s-self is a sure signal to the market resonates with most people. Building it into
of impending failure. It is just unsustainable. the environment requires new and much
more transparent models.
Yet so few get beyond lip service. It is proven
‘corporate suicide’ – economics of the madhouse This may be a time to rethink that
– to develop proprietary hardware, software or Operating Platform!
infrastructure that could be overtaken tomorrow.
Developing the next ‘thing’ – be they fashionable
devices, new services, staying ahead of the
technology tsunami or investing in anything but the
core business alone – is increasingly high risk.
Partnering in the right way, with those already
leading in their fields, is the only sure bet.
Engaging with the workforce to think this way –
creating a culture of difference. Everyone inspired
to work like this.
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44. the Philosophy
A true value network extends well
beyond the traditional organizational
boundaries and the approach to
partnering is embedded in the Vision,
in the approach to decision-making
and the operating platform.
Without this mindset we are left with the poor
relation of ‘partnership’, one we see more often
than its’ more open and transparent cousin: it’s
called ‘supplier management’.
It’s helpful to declare our true intention for
partnership vs. control. There is a direct impact on
how we organize and govern and the behaviors
that we ask of our workforce.
An example of a Partner Vision from
a Customer Experience Framework
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45. the Approach
It is important for us to understand D1. Discovery – As we build the business context
what kind of partnership our client we are exploring the world of our stakeholders
really wants and to be sure that they – internal and external. How highly we score
have thought carefully about this and partners and potential partners in our stakeholder
appreciate what this will take. prioritization and how well we can describe their
perspective is a clue to our current ability to partner.
Where the partners are involved in this
process we have much more confidence D2. Development – If we are serious about
that the intention is serious. partnership then our significant relationships
should feature throughout the framework – in our
In Application Vision, our measures of success and our strategies
– and also in the Operating Model that fully
We bring in the external perspective in a number of
embraces these relationships with the right level of
ways and the degree that this is covered will depend
governance and transparency. Where Development
on the Exam Question typically. However, in these
includes our supplementary Excellence Frameworks
days where the ability to partner or form mutually
(e.g. Customer, Operational) there will be a Vision
beneficial alliances is hardly an option, the topic
dedicated to partnership.
will always come up at some stage. How deeply we
address this is often dependent on the openness and
willingness of the business to collaborate.
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47. A shared Roadmap. That’s what What does that really mean though? In many
everyone says they need – it’s so cases a shared roadmap simply translates to a
obvious isn’t it? project plan packed with tasks, deliverables and
milestones, allocated to a bunch of people who
Very few successful transformations have have the responsibility to magically deliver. For
been achieved by acts of individual heroism, some this becomes the day job, others hand the
although some may claim that to be the case. problem over to professional project managers
trained in the mysteries of critical paths and
Gantt chart. In other instances it is an additional
– maybe part time – responsibility, an unwelcome
addition to an already bursting day job.
A project plan is undoubtedly a critical resource in
achieving a successful transformation. We would
argue that it only becomes a valuable tool if
backed up by decision quality, strong and effective
governance, capacity and capability.
And let’s not forget engagement.
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48. the Philosophy
Change isn’t something you do to That’s the only way it becomes sustainable. The
people. Change, transformation, gantt chart helps to juggle the many moving
whatever term is most appropriate, parts for sure, but making those activities
is something people engage in. and deliverables meaningful requires deep
appreciation and widespread endorsement.
This is hard for the people involved and difficult
to achieve. To do this requires that ‘will’ and
‘commitment’ – the care and sensitivity, experience
and an enabling platform.
A typical construct
for a Roadmap
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49. the Approach
Roadmaps are not a team sport D2. Development – In this phase we start to take
in reality! Trying to build a shared the roadmap more seriously and will be starting
roadmap live in session is not for the to map out the key initiatives and horizons for
faint-hearted. implementation. Typically this starts in session
and then continues as the team takes away
However, getting the team aligned to a structure assignments and validates/refines their plans. At
and approach for building this is critical. We apply this point we will continue to support the creation
some standard principles to the roadmap that of this roadmap remotely.
ensures that we cover everything and build the
structure so that it can be managed in harmony D3. Decision – Where we include this phase
with business as usual, not as a conflicting agenda. the roadmap is more detailed and much more
robust and the team will have invested group time
In Application considering the different options and identifying
the new tasks, the activities that remain and those
D1. Discovery – We do have a roadmap positioned
that stop altogether. By the end of this process there
in our very first framework as it is important that
should be nothing else for anyone to do that isn’t
we never forget this aspect. And even in the early
on this roadmap.
Discovery frameworks there is value in raising
awareness to any known milestones, or even setting
a timeframe for the strategy.
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50. Leadership
It’s easy to recite any number of
qualities that are evident in great
leaders. Often our selection is
a reflection of our own values
or perspectives.
Interestingly there are 2 qualities that have
emerged as the top characteristics of the most
successful and widely recognized leaders:
humility and an iron will – an intriguing mix.
What is clear is that leadership has to be present in
many places and at many moments. And not just
from the most senior people in the organization -
although that’s a great place to start.
Leadership has a purpose beyond individual
recognition. It is an essential condition for any
successful strategy. Without strong and committed
leadership the challenges along the way will prove
harder to combat.
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51. The consequences of those challenges in
particular are:
• Doubt
• Confusion
• Cynicism
• Denial
• Apathy
This places a huge responsibility on those picking
up the mantle of leadership. And even the best
leaders need a support mechanism to guide them
through the inevitable challenges.
Challenges like:
• ow do you convince people who are weary
H
and overburdened that they will benefit from a
transformation?
• ow do you instill confidence in the team and
H
build passion and commitment for a Vision?
• ow do you ensure that you are getting the best
H
from your organization – that you have the right
people in the right jobs doing the right things at
the right time?
• ow do you balance accountability with
H
empowerment and co-creation?
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52. the Philosophy
We stated much earlier in this organizational design and management. In our
document that ‘the Future belongs to experience it is far too easy for others to use
the real leaders’. leadership as the reason for what is wrong in their
company. Yet when asked who the leaders are it is
It may be time to redefine what leadership means, nearly always the same people pointing the finger
just as it is long overdue to think differently about away from them.
An example of a Leadership Framework
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53. the Approach
The act of getting a senior team In Application
in a room together gives us an
D1. Discovery – there is no single controlling
opportunity to witness their current
module in this framework for addressing
level of leadership and to ask some
leadership, it will appear in discussion in many
challenging questions.
ways. In reality the entire act of Discovery and
While our approach is always deeply respectful, Alignment is a precursor to establishing leadership
it is often necessary to force what are difficult – assuming it wasn’t there in its entirety already.
conversations out into the open. The response And by this we are not referring to the most senior
from the team will tell us how strong a leadership person in the room – although they will be equally
we have in the business and this is a strong under the spotlight with this process.
indicator for the likelihood of success in sustaining
D2. Development – Taking ownership of driving
whatever we create together.
through this strategy and investing the time and
effort to fully leverage the emerging framework
in Development is a critical imperative – one
of the most commonly listed imperatives in this
framework (Module B) is Leadership. And it starts
with the team being willing and able to take the
outcomes of the work in session out to the wider
enterprise and to continue developing this into a
sustainable and executable program.
We will in some cases take the Development phase
further and deep dive specifically on Leadership
– particularly where this is a key concern for the
business. As with other Excellence Frameworks we
have one dedicated to this topic.
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55. Summary
This document represents our views It contains our personal insights and experiences
on tackling the many challenges gained through working with some of the largest
of businesses in the most holistic global companies and their leadership teams.
manner and embracing the principles
We passionately believe that a new way of
of systems thinking.
thinking is not a luxury or a latest fad – it is
essential to stay viable and survive in business.
The world today is unbelievably different from the
one that built the modules and practices that we
continue to follow. While the burning platform
may not be that apparent yet to everyone, the
most enlightened are giving this serious thought
and exploring new ways of working.
For Group Partners every dynamic in this
document is part of an interconnected system
that only works optimally when everything
is aligned. We have spent the last 10 years
developing frameworks and techniques that help
organizations break out of their old models.
We will continue to evolve our Practice and
embrace new concepts, tools and techniques to
stay at least one step ahead in this dynamic, fast
changing world that offers so much opportunity if
we are brave enough to embrace the future.
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56. Group Partners Europe Group Partners America www.grouppartners.net
32 St James’s Street, Mayfair 111 West John Street, Suite 302 www.grouppartnerswiki.net
London SW1A 1HD, UK Seattle, WA 98119
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