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Enterprise engineering goal - internal organization culture, knowledge within the organization - external organization culture

The enterprise engineering model – for organizational balance Vision ^ Information technology >*relying on (process models and methods)<human resources Knowledge ^ Production *you need to have the balance between information technology and human resources

The company democracy model – for intellectual capital

The technology and methodology of creating business data, information and knowledge that contributes to the development of insights, ideas, innovations – creates competitive advantage necessary to achieve

Company democracy spaces

h) generate loyalty – to feel alive, valuable

i) generate responsibility – to give knowledge

j) generate innovation – to use knowledge

k) generate profitability – to test knowledge

l) generate productivity

m) generate satisfaction

n) generate LIFE

The internal entrepreneurship model – for management and leadership

• Identification of the people with ideas and willingness to work

• Listen to their ideas via the company democracy model

• Invest on their ideas and promote the employees into project-product managers

• Upon success turn the product-project into a corporate spin-off with the employer to the CEO of this new initiative.

Employees invest their knowledge and skills Organizations invest on the best documented knowledge

Succession planning – build within a framework These frameworks have to be seen through

1. the three box We already know that managers how to face the challenge of optimising existing revenue streams and creating new ones in order to be successful and competitive. The real problem is being able to do both at the same time. All the bull shit about maintaining and optimising existing operations and reinventing the existing business.

Box 1: The present--Manage the core business at peak profitability;

Box 2: The past--Abandon ideas, practices, and attitudes that could inhibit innovation;

Box 3: The future--Convert breakthrough ideas into new products and businesses. The three-box framework makes leading innovation easier because it gives leaders a simple vocabulary and set of tools for managing and measuring these different sets of behaviors and activities across all levels of the organization.

Crossing the Chasm

Innovators

Frist Crack: Occurs when hot technology products cannot be readily translated into a major new benefit

Early Adopters

Discovering the Chasm: It often goes unnoticed because “ The customer list and size of the order can look the same” , though “the basis for the sale…. is radically different

Change Agent: What the early adopter is buying is a change agent. By being the first to implement this change in their industry, the early adopters expect to get a num on the competition… They are also prepared to bear with the inevitable bugs and glitches.

Productivity Improvement: “ By contrast the early majority want to buy a productivity improvement for existing operations…The want technology to enhance, not overthrow, the established way of doing business”. And “ The do not want debug somebody else’s product”.

Early Majority

The Other Crack: When a precept reaches this in the market development, it must be made increasingly easier to adopt in order to continue being successful

Late Majority

Laggards

. system approach

a. management

b. ownership

c. family

1. imaginative management – linked to profit models that create the future foundation of most family businesses; selective investment is a fundamental for the successful implementation of imaginative management. Employing future resources now in the anticipation that they would yield a competitive advantage. Configuration, offering, experience

McKinsey’s three horizons of growth

1. Horizon 1: extend and defend core businesses

2. Horizon 2: build emerging businesses

3. Horizon 3: Create viable option

This framework suggests that every leader should look at their business over three horizons (short, medium, long) and set their investment priorities based on their expectations across the three horizons

Horizon 1 – all about superior execution so the investment should focus on scale and efficiency of the business

Horizon 2 – Positional advantage, so the investment focus should be at becoming the market leader and setting the standards.

Horizon 3 – Innovation, where company try quite a few things which could be a hit or miss. But the investment in Horizon 3 sets the tone for future value contribution by the company. This framework suggests that equal attention should be paid to all horizons with right investment corresponding to each opportunity. It also suggests a set of metrics, talent and capabilities required for each horizon

Deloitte’s growth framework Core – existing Retain acquire customers, improve pricing, scale and improve efficiencies, improve products/services

Adjacent – new to you Expand to new markets, geographies and segments Expand the value chain (crossing the chasm) Extend products and services

New - Non-consumers/new to the world Identify new customer; tailor product/ services to remove adoption barriers Create new markets Change the basis of competition; transform customer experience

Specific strategies a family business would use to analyse/track performance in order to maintain or to leverage growth:

1. product systems in place

2. profit model

3. transformation strategy

4. customer engagement strategy

5. brand equity

3 states of evolution:

present state, transition, future state used for change and adaptation

present state – ensures that employees are ready for change

transition – execute the intended change

future state – ensures that the change becomes permanent