THE DA VINCI INTEGRATED TIPS MODEL
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Transcript of THE DA VINCI INTEGRATED TIPS MODEL
THE DA VINCI INTEGRATED TIPS
MODEL
TECHNOLOGY TOP 100 RESEARCH
TIPS Holism : Hypercompetition
TIPS Holism : Hypercompetition
Profits and value returns
TIPS Holism : Hypercompetition
• Speed to market
• Response to changes
• New world flexibility
Profits and value returns
TIPS Holism : Hypercompetition
TIPS Holism : Hypercompetition
• Speed to market
• Response to changes
• New world flexibility
Profits and value returns
Costs of Incentivesand variable pay
TIPS Holism : Hypercompetition
• Speed to market
• Response to changes
• New world flexibility
Profits and value returns
Costs of Incentivesand variable pay
• Creative motivation & people retention
TIPS Holism : Hypercompetition
• Speed to market
• Response to changes
• New world flexibility
Profits and value returns
Costs of Incentivesand variable pay
• Creative motivation & people retention
• Skills in place
• Matching new technology skill needs
• Developing from within
Cost of up-skilling Hypercompetition =
Synthesis + Synovation + JVs and Alliances
CONTRIBUTION TO ORGANISATIONAL
ECOLOGY
MAKING A DIFFERENCE TO
COMMUNITIES
En
vir
on
men
tal E
E, B
-BB
EE
, Jo
b C
reatio
n, P
PP
TIPS Final Focus : Sustainability
SUSTAINABILITY
SS
Ackoff Centre for Design Thinking
ORGANISATIONAL REDESIGN THROUGH
SYSTEMS AND DESIGN THINKING
Unintended Consequences
Working for water – Eucalyptus treesBread wrapper – biodegradableThe TOYOTA CatastropheWhat really did take place?
Complacency?Arrogance?Complexity?Western style of management?
FAILURE TOUNDERSTAND THE SYSTEM
Counter-intuitiveness
Actions which are intended to produce a desired outcome may in fact generate opposite resultsThe Welfare System in South Africa was meant to alleviate hardships for the deprivedCounter-intuitively it has attracted poor families to the region. It has reduced the incentive to work
THE FAILURE OF CONVENTIONAL
WISDOM
SETTING THE SCENETHE REALTIES FACING THE
MODERN WORLD
Crisis of Understanding (Carlsson)
Characteristics - Wicked Problems
Solutions Are Not True-or-
False, But Better Or Worse
Have No Stopping
Rules
No Definite Formulation
You Don’t Understand The Problem Until
You Have Developed A
Solution
WICKEDPROBLEMS
Planner Has No Right to Be Wrong
Part of the Pain Part of the pain is a
misunderstanding of the nature of the problems at hand.
More precisely, the pain is caused by working on a special class of problems – wicked problems – with thinking tools, and methods that are useful only for simpler (“tame”) problems.
Jeff Conklin, Ph.D.
Traditional Wisdom For Solving Complex Problems: THE WATERFALL (Jeff Conklin).
ProblemSolution
Time
Gather Data
Analyze Data
Formulate Solution
Implement Solution
LINEAR
The Black Swan
BELIEF THAT THE
WORLD BEHAVES AS
A BELL CURVE
unexpected can be predicted by
extrapolating from variations in statistics
The Hard Questions?
Why with all the sophisticated forecasting and planning processes did the world not predict the global economic fall out?We suggest that the reason for this lies in the planning processes which are based on FORECASTING, AND ANALYSIS.THE REALITY IS THAT THE WORLD AS WE NOW UNDERSTAND IT IS AWASH WITH WICKED PROBLEMS
Dealing With Wicked Problems
The bottom line is that you cannot solve wicked problems – you can only dissolve such problems
Dissolution can only be achieved through re-designing the system
Re-design can only be achieved through an understanding of social systems
What Is A System?
A system is a construct that the designer creates by assembling interacting parts of the world ( either concrete or abstract) for the purpose of design. This assemblage must satisfy two conditions :
The assemblage must exhibit emerging properties that are not exhibited by any of its parts and will somehow be diminished if any of the parts is removed;
Each part must be interacting with at least one other part.
Social System Thinking
In a system problem the performance of the whole is derived from the interactions of the parts.
A system problem cannot be solved by focusing on independent parts.
The parts do NOT always perform in ways that are expected.
Social Systems
Understanding the “bigger system” – i.e. our external environments, our strategic aspirations & positioning within this context and designing & implementing an agile business foundation for executing against strategy.
Systems Thinking – A Perspective
It is all about moving from the
“either/or”
To the
“both/and”
Differences between holistic and reductionist thinking (East and West)
Breaking down
Problem into
Simplest parts
Taking multiple
Partial viewsSimplifies by
A downward
movement
An upward
movementApproach
Characterized by
Reducing problem
Into smaller and
Smaller parts
Investigating the
problem’s
environment
Issue tackled
by
AnalyticSystemicMethod
Reductionist
Thinking
Holistic
Thinking
DESIGN THINKING
CREATING THE CORPORATE FUTURE
Design Thinking
Gives stakeholders an opportunity to create their own future.Allows for multiple perspectives to be brought to bear on decisions. This creates consensus around the vision, enriches the process, and generates buy-in from participants.
Design Thinking Approach
The Design Thinking eliminates the need for forecasting. It seeks to identify assumptions in the strategy and to frame them as possibilities.
Evolution of Our Process
DESIGN BY
Interactive Planning
INTERACTIVEPLANNING
MESS FORMULATION
IDEALISEDDESIGN
IN MOST CASES THE CEO DOES NOT PARTICIPATE IN THE INITIAL STAGES OF THE PROCESS
UNDERSTANDING THE CURRENT
REALITY
THE MESS FORMULATION
Stakeholder View of the Organisation
Contextual Environment
Operating Environment
StructureCulture
Competencies Resources
Transactional Environment
Trade Association
Regulators
Union/employees
Competitors
Creditors Suppliers
Customers
Communities
Shareholders
EconomicForces Ecological
Forces
Socio-culturalForces
TechnologicalForces
PoliticalForces
Reference Projection: Income
Reporting the Mess
Our guys
+B
Fantastic.Terrific.NFW!
JF
Winning Stage 2
EASY
PRSMc
Let’s not worry Fleck!
Appian
Oh yeah!
THE DESIGN CHALLENGE
THE IDEALISED DESIGN PROCESS WHICH IS CONDUCTED IN PARALLEL WITH THE MESS
FORMULATION TEAM
Designing a System
Idealised design is the best known way of designing or redesigning a system
The effectiveness of the process is highly dependent upon the composition of the design team
Idealised Design
BEGINS WITH THE ASSUMPTION THAT
THE SYSTEM INVOLVED
WAS DESTROYED LAST NIGHT
BUT ITS ENVIRONMENTAL REMAINS
AS IS
An Idealised Design
IS THAT DESIGN
ONE WOULD HAVE RIGHT NOW
IF ONE COULD HAVE
WHATEVER DESIGN ONE WANTED
Idealised Design
AN IDEALISED DESIGN IS SUBJECT TO THE FOLLOWING
CONSTRAINTS
It Must BeTechnologically Feasible
AndOperationally Viable
Idealised Design
IN ADDITION IT SHOULD BEREADY, WILLING, AND ABLE
TO CHANGE ITSELFAND BE CHANGED
That Is,It Must Be Capable Of Learning
And Adaptation
Idealised Design
THEREFORE,THE PRODUCT OF AN IDEALIZED DESIGN IS NEITHER IDEAL NOR
UTOPIAN
Because It Is Capable Of Being Improved,
Hence Is Not Perfect
Planning - Idealised Design
PLANNING BASED ON A VISIONOBTAINED BY IDEALISED DESIGN
(INTERACTIVE PLANNING)
Works BackwardsFrom Where One Wants To Be
Right NowTo Where One Is
Design Thinking
Design Thinking is NOT A 3-day break away in the bush when the executive and the board develop a strategy.
It is process which requires commitment and time
Who Uses Design Thinking?
Devaluation of Rand
Increasing Violence
Demise of the
Scorpions
Changing role in
Africa
Productivity
decreasing
Labour militancy
Increasing
Trade unions in
Conflict with Gov.
Pan African trade links Migratory labour
Changed civil
service
Too Much
New Legislation
Corruption
Affirmative action
Reconstruction &
Development Prog.
Failure of
Provinces
New municipal
boundaries
Change
Effect on
strategy
South Africa MESS
SARS
MTN & Vodacom
Power to Women
SA Breweries
Fiscal Discipline
Goldfields
14 Years of Growth
South – South Economic Bloc2010 World Cup
Massification of Housing
Electricity for All
Gautrain
Anglo Gold
African Rainbow Minerals
Mevelaphanda
MIDP
Change
Effect on
strategy
South Africa MESS
Multi Racial Society
No Vision
Lack of Accountability
Service Delivery
Leadership Crisis
Voting System
Skills Crisis
Energy CrisisFailed SMME Sector
Increase Racism
Home Affairs
Sufficient Consensus
World Class
Banking Sector
Constitution and Bill
Of Rights
Lack of effective
Partnership Govt and
Private sector
Change
Effect on
strategy
South Africa MESS
Inflation
increasing
Interest rates
Will rise
Insurance rates
will rise
Medical Aids
Under attack
Foreign investment
SA Companies
Moving offshore
Prevalence of Rape
More deaths
From AidsAlienation of Business
Community Unrest
TB epidemic
VISA to Britain
Increasing
unemployment
Informal sector
growth
Change
Effect on
strategy
South Africa MESS
ANC Leadership
Crisis
Xenophobia
Increase in Emigration
Judiciary Crisis
Tourism Down?
The Rise of the Youth
International
Condemnation on
Zimbabwe
The Exiles, Insiles
Robben IslandersThe rise of the Zulu’s
Generators for Sale
Parliamentary
Portfolio Committees
Zimbabwe Backlash
Abuse of Women and
Children
Increasing
unemployment
Police Brutality?
Change
Effect on
strategy
No Vision
South Africa MESS
Your Group Challenge
Taking the mess into consideration and looking at the TIPS Model what would you recommend to President Zuma to create 5 million jobs in the next 10 years?
Draw a Rich Picture