Business Transformation Trends 2020+ Business Transformation Smart Approach

1. Introduction
(Carl Danneels)
Business Transformation
Trends 2020+

3. Trends spotting is not a crystal
ball

4. Trends analysis is
rather
a mindset
to approach
future challenges

6. 3
dimensions
BUSINESS
ENVIRONMENT
TIME HORIZON
BUSINESS
THEMES

7. BUSINESS
THEMES

8. Workforce
GrowthInnovation
Digital TransformationFinancial Cost Mgmt
Customer & Product Improvements
Corporate Development
Wim
Jurgen
Dirk
Frederic
Jan
Mixel
Andrea/Stephanie
Carl
Carl
SizeofimpactontheStrategy
Boardroom time allotted to the business theme
BUSINESS
THEMES
Business Themes: Strategy Impacts vs. Boardroom time (BE)
Source: Berenschot – Strategy Trends in Belgium 2019

9. Traffic Congestion
New Way of Working
Open Data Portal Europe
Disruptive Innovation
Digital
Sustainability
THE BUSINESS
ENVIRONMENT
Blockchain, 5g, AI,IoT,Big data

10. Digital
Transformation
Work needs to be meaningful
to be attractive, which means
that there is a strong demand
for purpose-led organisations
and workplaces and therefore
a need to define and adopt
values based work.
THE BUSINESS
ENVIRONMENT

11. THE BUSINESS ENVIRONMENT Source: “Human value in the digital age”
(PwC – Dec. 2017)

12. TIME HORIZON
© Christina Ferraz

13. TIME HORIZON
© Christina Ferraz

14. BUSINESS
THEMES
© Christina Ferraz

15. BUSINESS
THEMES

16. The business model canvas (source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers,
and Challengers, Wiley).

17. The business model canvas (source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley).

18. Anyone in
Contact with
The Consumer

19. The Ambidextrous
Organization
Carl Danneels
Jan. 25th, 2020
Business Transformation
Trends 2020+ Seminar

20. THE
CHALLENGE
• Start-ups as well as incumbents need to transform
• Both network as well as smart hierarchy is needed
• Balancing exploration and exploitation = ambidexterity
• The Transformation approach is key

21. “And never the twain
shall meet ?” (R. Kipling)

22. They embraced the idea of AMBIDEXTERITY

23. Not everybody agrees ... or do they ?

25. The Case of the Incumbent
12 Key Questions

26. Three
scenarios
Scenario 1: apart van
het moederbedrijf –
geen banden
Scenario 2 : parallel
aan het
moederbedrijf –
gedeelde resources
Scenario 3:
transformatie van
binnen uit
Scenario 1: Seperate
from mother – no
ties
Scenario 2 : Parallel
with mother –
shared resources
Scenario 3:
Tranformation from
within

27. ICONS POINT
TO PHASES
SCOPING
MODELING ACTIVATING
REVIEWING TWEAKING

28. Q1. Is
Organization
design the right
solution?
•Is organization
design really an
important root cause
of your problems?
•How will you create
value, not destroy it?
SCOPING

29. Manage the
Paradox
Be a Bridge
Builder
Set the example
Q2. Do you have
Ambidextrous Leaders ?
SCOPING

30. Q3. Is the
(emergent)
Strategy clear
enough ?
SCOPING
What do the numbers say ?

31. … and many more
CUSTOMER
JOURNEY
PIRATE
METRICS
PERSONA
MAPPING
VALUE
PROP
CANVAS
BUSINESS
CASE
PRICING
MODELS
IT TCO
VALUE BASED
CONTRACTING
OPEN
INNOVATION
Use state-of-the-
art tools that
make a difference
SCOPING

32. Take into account your business environment
Source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley
SCOPING

33. Q4. How will you balance your energy
across Ops, H1, H2 & H3 innovations ?
SCOPING

34. Q5. How is your Target H2 Core Business
Model different than your current one ?
MODELING

35. Q5bis.
Are Adaptability
and Speed the
key drivers ?
MODELING

36. Source: Osterwalder & Pigneur, 2010, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Wiley
IDENTITY
AGILITY
CAPABILITY

37. Q6. What kind
of Organic
structure will
work
best ?
MODELING

38. Organisational redesign alone is not enough

39. Changing the structure is not enough.
Structure &
Space
Authority &
Decisions
Information &
Communic
Policy &
Governance
Purpose &
Values
Meetings &
Rhythm
Strategy &
Innovation
Resource
Allocation
People &
Motivation

40. Q7. How big do you want
your first step to be ?
ACTIVATING

41. THE
SMART²
APPROACH
For tangible results

42. Strategic
Model based
Agile
Result focused
Trend aware
The SMART² Approach
Scoping
Modeling
Activating
Reviewing
Tweaking/ Tuning
Key Phases Key Trait

43. Use an incremental development model
ACTIVATING

44. Gradually improve your Business
Model over time
SCOPE MODEL ACTIVATE REVIEW TWEAK
ACTIVATING

45. Start with TeamsACTIVATING

46. Q8. Do you understand
the competences gap ?
Q9. Do you understand
the cultural gap ?

48. The organization utilizes the
qualities of the variety of
values that drive the people
People are forced to adopt
the values of the
organization
Values in organizations

49. Q10. How can you make sure your Ops &
your 3 Horizons efforts coexist peacefully ?
ACTIVATING
BIG
ROOM
PLANNING

50. Q11. How will
you know if you
are doing well?
VISUALISE
MEASURE
REVIEWING

51. Q12. How do you keep the momentum
going and avoid that progress stalls ?
TWEAKING
& TUNING

53. Carl Danneels
M: +32 497/053615
W: www.plethon.eu
E: carl.danneels@plethon.be
T: @cdanneels