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Pre-Exercise: Think for a moment

Write down, briefly, how you’d tell about your day yesterday to a friend. Then, how you’d tell your boss about your day yesterday Then, if you have time, write down how you’d tell someone in a rival organization about the day you are going to have tomorrow. Pre-Exercise: Think for a moment.

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Pre-Exercise: Think for a moment

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  1. Write down, briefly, how you’d tell about your day yesterday to a friend. • Then, how you’d tell your boss about your day yesterday • Then, if you have time, write down how you’d tell someone in a rival organization about the day you are going to have tomorrow Pre-Exercise: Think for a moment

  2. Strategic Flexibility in Ops Strategic Planning with a Flexible Mind

  3. Point is: Get Where You Want to Go

  4. Understanding the SWOT Weakness Strength Threats Opportunities

  5. Understanding the SWOT Weakness Strength Internal External Threats Opportunities

  6. Focus on the SWOT: Internal Weakness Strength Internal External Threats Opportunities

  7. What’s a Storyboard? • A storyboard is an operations plan from an experiential perspective • Since different groups experience things differently, each major group deserves its own storyboard. • With a storyboard, you can run through the mechanics of your business model from an experiential perspective Key: know how others experience where you’re going

  8. What’s it like? • Think of yourself one year in the future. • Remember what happened over the past year. • Now try and tell someone what happened in a way that makes everything flow and build – and get them excited. Planning ahead will give less explaining to do

  9. The future, today • Storyboarding starts with identifying major milestones during a given timeframe • Weave a narrative and choose your characters • Script each character’s ideal experience of those milestone • Then, figure out what needs to get done so it happens The clearer you are on experience, the easier it will be to plan

  10. Easy Organizing Tool for Planning

  11. Workshop • Break up into groups of three, and pick one person • Pick one option for your business model • List the series of actions that need to happen for the model to prove itself • Tell the story of it, as a History, addressing the accomplishments • Pick two different stakeholders you can cast as characters • List your desired experience of each • List a few things that need to be done to enable such an experience to occur • If you have time, switch to a different person in the group If you put yourself in your stakeholder’s shoes, you can predict what they will see

  12. Be open to adjusting the story • If the narrative doesn’t flow, change the milestones or change the narrative • Experiment! Key is to strengthen the desired experience with different initiatives/programs/products • Allow representatives of as many members of your stakeholders participate in a storyboarding – they’ll add unique perspective • But remember: everything could change…

  13. Back to the SWOT: External Weakness Strength Internal External Threats Opportunities

  14. How do you map external? • External cannot be controlled by members of the organization. • Best one can do for external opportunities or threats, is to manage change • To first manage change, you have to recognize the change. • To prepare your organization to recognize the change, you need to develop scenarios. • A tool here is assumption based planning

  15. Assumption Based Planning • A few easy steps: • Look ahead. What do you expect to happen? Do this for Utopia (best case) and Dystopia (worst case) • Set a few milestones along the way • Test. Did your milestones come about? • Adjust policy accordingly

  16. Projecting the Future Dystopia Utopia Year 3 Year 2 Present Year 1

  17. Projecting the Future Dystopia Utopia Year 3 Assumptions Year 2 Present Year 1

  18. Projecting the Future Real Strategy Imagined Strategy Dystopia Utopia Year 3 Year 2 Present Year 1

  19. Now, you do it • Break into Groups • On one paper, list your assumptions for Utopia in 2 fields that particularly have bearing on your venture • On another paper, list your assumptions for Dystopia for those same fields • And on a third paper, list 3 assumptions for the organization’s operations in the future • Then we’ll come together and share.

  20. What can we learn from this? • Start-ups must be flexible above all else • Storyboarding and Assumption Based Planning are tools to help ‘game out’ how your model will work before you try and implement it • The more members of your target market you include in this thought experiment, the better

  21. Time to hit the road

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