Normann’s Reframing Process and the strategy lab process

1. Normann’sReframingProcess and the strategylab process Dr. Fredrik Lavén fredrik.laven@handels.gu.se Researcher at the Department of Business Administration and GRI Management Consultant at NormannPartners Fredrik Lavén

2. Opening and distancing phase Closing and focusing phase The reframing process What business are we in? Who are we? What business could we be in? Who could we be? What business should we be in? Who should we be? (Source: Normann, 2001) Fredrik Lavén

3. Level of system logic S1 S3 S2 S4 Analysis of contextual domains, Vision customers & invaders Business Historical search idea for driving forces and Strategy distinctive competences Conceptual Action plan Conceptual future past The tacit The crane – a tool for reframing business (Source: Normann, 2001) Fredrik Lavén

4. Level of system logic S1 S3 S2 S4 Analysis of contextual domains, Vision customers & invaders Business Historical search idea for driving forces and Strategy distinctive competences Conceptual Action plan Conceptual future past The tacit The crane – a tool for reframing business (Source: Normann, 2001) Fredrik Lavén

5. Historical driving forces and what we are • Exploring business ideas and distinctive competences (both in company and in business system) • Historical search for driving forces that have shaped the present – what have been key events and factors and how are they related? Fredrik Lavén

6. Level of system logic S1 S3 S2 S4 Analysis of contextual domains, Vision customers & invaders Business Historical search idea for driving forces and Strategy distinctive competences Conceptual Action plan Conceptual future past The tacit The crane – a tool for reframing business (Source: Normann, 2001) Fredrik Lavén

7. Upframing • Exploring the wider business system – what are the key inputs? • What are the key value creating process in the customer context of use? • What does the value constellation look like? • Who are the dominant players, innovators, and invadors? And what do they do? Fredrik Lavén

8. Changes in the contextual environment • Economic development and globalization • New technologies • Changing demographics and social values • Geopolitical shifts • Environment and climate • Regulation and legislation Exploring how does this affect customers, competitors and collaborating partners, and what opportunities and threats does this have? Fredrik Lavén

9. Fredrik Lavén

10. Level of system logic S1 S3 S2 S4 Analysis of contextual domains, Vision customers & invaders Business Historical search idea for driving forces and Strategy distinctive competences Conceptual Action plan Conceptual future past The tacit The crane – a tool for reframing business (Source: Normann, 2001) Fredrik Lavén

11. The strategy labs • SL1: Entering the lab, forming groups, beginning work • SL2: Who we are (competences, business idea and historical drivers of change • SL3: Upframing(mapping value constellations, analyzing customers, dominant actors, innovators, invadors, etc.) • SL4: Scenarios (scenario planning and exploring drivers of change and their strategic implications) • SL5: Literature seminar (reading is necessesary for learning and inspiration) • SL6: Drafting strategies (presenting first strategic recommendations based on analysis, discussing draft reports) • SL7: Final presentation (to an imagined client) Fredrik Lavén

12. Level of system logic S1 S3 S2 S4 Analysis of contextual domains, Vision customers & invaders Business Historical search idea for driving forces and Strategy distinctive competences Conceptual Action plan Conceptual future past The tacit The crane – a tool for reframing business SL 3 Upframing SL 4 Scenarios SL 6 Drafting strategy SL 2 Who we are (Source: Normann, 2001) Fredrik Lavén