An Organizational Mind Map - Scientrix

1. An Organizational
Mind Map
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©

2. This document is the property of Scientrix Holdings Limited (“Scientrix”). It
contains confidential and proprietary information and it not to be disclosed
outside your organization. Any use or reproduction of this content, in whole
or in part, other than for evaluations purposes, is strictly prohibited without
a written declaration of consent by Scientrix. The information contained in
the document does not constitute a consulting service.
CONFIDENTIALITY
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©

3.  Leadership background
 What is the purpose of strategy in organizations?
 What are leaders’ roles in strategy development?
 The spiral methodology
 How can Scientrix help?
AGENDA
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©

4. What is leadership?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Integrative thinking was coined by Dr.
Roger Martin, Dean of the Rotman
Business School in Torononto.
Integrative thinking is defined as a
discipline for solving complex problems.

5. What is the purpose of strategy
in organizations?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
A company’s strategy is its course, onward movement in space and time.
Vanishing point
Time
Space

6. What are leaders’ role in strategy
development?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The leader sets the vision, direction and focuses on maximizing
sustainable value creation with a strong emphasis on the 3-5 year time
frame.
Vanishing point
Time
Space
3 year
5 year
8 year
Vision
Strategic direction
Sustainable value

7. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Efforts towards profitability & liquidity yield benefits in the short term.
Efforts towards customer value creation and growth will yield benefits in
the future. The balance of these creates value over time.
Vanishing point
Time
Space
3 year
5 year
8 year
Customer value Growth
Liquidity Profitability

8. The spiral methodology
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The successful organization structures its Value Delievery Ststem (Y) as an
integrating framework designed to deliver Value (X) and customers
through a Unique Value Propostion (Z).
THE SPIRAL METHODOLOGY
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Shape
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.

9. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Our concepts follows a 3 dimensional thinking process in organizations:
What to do? What to achieve? How to achieve? This thought process is
followed by the leaders with a broad scope of responsibility (mission) and
by employee who have narrower scope of responsibility.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
Leaders with
a broad
scope of
responsibility
THE SPIRAL METHODOLOGY

10. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Our concepts follows a 3 dimensional thinking process in organizations:
What to do? What to achieve? How to achieve? This thought process is
followed by the leaders with a broad scope of responsibility (mission) and
by employee who have narrower scope of responsibility.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
Employees with a
narrower scope
of responsibility
THE SPIRAL METHODOLOGY

11. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The inverted pyramid on the left represents the company’s business
composition: the Corporation is subdivided in Business Unis, The Business
Units in Functions, the Functions in Tasks, the Tasks into Process Steps,
the Process Steps into Conrol Activities Responsibilities are assigned on
every level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY

12. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
We have the Executive on the Corporate and Business Unit Level, the
effective Leader on the Functional Level, the Competent Manager on the
Task level, and the Contributing Team Leader and the highly capable
individual on the Step and Control Level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
Executives
Effective leader
Competent manager
Contributing team leader
Highly capable individual
THE SPIRAL METHODOLOGY

13. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The inverted pyramid on the left represents the company’s business
composition: the Corporation is subdivided in Business Unis, The Business
Units in Functions, the Functions in Tasks, the Tasks into Process Steps,
the Process Steps into Conrol Activities Responsibilities are assigned on
every level.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY

14. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The pursuit of long term value is carried forth by the high level, whilst mid
term outcomes are met by middle management and short term outputs
and delivered by employees. The achievement of objectives is tracked
through performance measurements. The meticulous control of process
elements ensures high quality and regulatory compliance.
THE SPIRAL METHODOLOGY
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
Long Term Objectives
Mid Term Objectives
Short Term Outputs
Specific Control Objective

15. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Strategy is the linking element, the bridge that provides
management and a systematic approach to clarify the way
objectives will be achieved, and outline the unique value
contribution of each unit in the organization.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY

16. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
People are the force behind successful strategy design and
execution. A shared understanding of Mission, Strategy and Value
creates a performance culture where knowledge is shared end-to-
end. The development of a collaborative learning and performance
culture will mobilize and sustain the process of change.
Value Delivery System Value Proposition Values
X- Mission Z- Strategy Y- Vision
Human Capital Information Capital
Organizational
Capital
Corporation
Function
sTasks
Steps
Control
Activities
Corporate Strategy
Functional Strategy
Org. Strategy
Step Definition
Control
Standards
Corporate Strategic Directions
Core Objectives
Critical Success Factors
Operational Obj.
Control Obj.
THE SPIRAL METHODOLOGY

17. 2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
Integrating, aligning and managing these critical dimensions of the
organization is immensely complex. Scientrix provides the
architecture for such an integrated solution i.e. a matrix strucutre
that maps the organization’s strategies and aligns high level
strategy with operational execution.
Z
X – What to achieve
Y–Whattoachieve

18. How can Scientrix help?
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
The Scientrix XYZ matrix concept combined with decentralized power of
web technology, allows you for the frist time in history a fully integrated
way to map and monitor the success of your strategies in a logical way
whilst empowering all management and employees to contribute to the
success of the organization.

19. What is Scientrix?
Scientrix provides a digital solution
to strategy execution. The XYZ
matrix based concept was
developed by Rentia Muell in
2004. This concept embeds the
key principles of improved
alignment, agility, collaboration
and orchestration in organizations.
The matrix approach provides a
solution to master complex
problems and multi-directional
relationships in organizations.
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©

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CONTACT
2005 – 2015 Scientrix Holdings Ltd. All rights reserved©
casandra@scientrix.com