Business Triathlon #BizTriathlon

Business Triathlon #BizTriathlon

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  COME CAMBIARE, INNOVARE,E PRODURRE VALORE RAPIDAMENTE, IN AMBIENTI SOTTOPOSTI A COSTANTE TURBOLENZA @EMILIANOSOLDI #BIZTRIATHLON BUSINESS TRIATHLON
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  2 Ehi! It’s Me!!
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  3 SWIM STRATEGIC EXPLORATIVE BALANCING
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  4 BYKE EMERGENT STRATEGY/TACTIC TECHNICAL TEAR-AND-GO
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  5 RUN PRAGMATIC CONSOLIDATION CONSTANT PACE
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  6 TRANSITION CHECK POINT ADAPT TRANSFORM
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  O HAT
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  Motore dell'innovazione èl'Etica, cioè il desiderio sincero e forte di servire l'uomo. CAN’T YOU SEE?! EVERYTHING IS CHANGING, FASTER THAN EVER! DISRUPTION
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  11 STRATEGY VS EXECUTION HOWCAN WE STRONGLY LINK DEMAND VS CAPACITY HOW CAN WE MATCH RUN BIZ VS CHANGE BIZ HOW MUCH EFFORT SHOULD WE DEDICATE THE PROBLEM
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  CAN THE LEARNINGFROM TRIATHLON, HELP TO DELIVER BETTER BUSINESS RESULTS IN THIS TURBULENT WORLD? THE SOLUTION
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  ON YOUR MARKS, GETSET, GO! 13
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  TRIATHLON BUSINESS APPROACH HIGHLEVEL STRATEGY VISION SWIM LEAN STRATEGY EMERGENT STRATEGY TACTIC BIKE LEAN START-UP PRAGMATISM DELIVER RUN AGILE TRANSFORMTRANSITION CHANGE MANAGEMENT
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  15 POSITIONING THE ORGANIZATION EXAMINES ITSSTRENGHTS, 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
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  16 DURING THE LEARNPHASE 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
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  17 WHEN COMPLETED THE BUILD-MEASURE-LEARNCYCLE, IT'S TIME TO CHECK THE RESULTS AGAINST INITIAL HYPOTHESIS AND DECIDE TO PIVOT IF IT’S FALSE, OR PERSEVERE IF STILL VALID. PIVOTING
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  18 VALUES INDIVIDUALS AND INTERACTIONSOVER 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
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  19 CHANGE MANAGEMENT THE GOALOF CHANGE MANAGEMENT GIVE SUPPORT AND TOOLS TO LET AN ORGANIZATION IMPROVE BY ALTERING HOW WORK IS DONE
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  20 CHANGE MANAGEMENT CHANGE MANAGEMENTIS 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.
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  AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEANSTRATEGY 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
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  AIT Y OMPANY SOT A TART P
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  TODAY, STRUCTURES ANDCULTURES BUILT OVER THE PAST CENTURY, CAN NO LONGER KEEP UP. 23
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  TURN ON ADIME, FOR A DIME CHANGING, FASTER, AT LOW COST. 24
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  ELL IRTUALIZE ECOUPLE T THE KOTTERMODEL Accelerate’s 8-Step Process
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  A well structuredhierarchy, 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)
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  WHAT WE NEEDIS A SECOND OPERATION SYSTEM, WHICH IS ORGANIZED LIKE A NETWORK NEXT TO THE EXISTING HIERARCHY.
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  SECOND OPERATING SYSTEM THISNETWORK 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.
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  1° OPERATING SYSTEM FUNCTIONALHIERARCHY 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
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  XLR8XLR8XLR8 AGILEAGILEAGILE LEAN STRATEGYLEAN STRATEGYLEANSTRATEGY 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
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  EHI YOU! DON’T YOUTHINK 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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