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The Future of Strategy: Building the 21st Century Intelligent Organization

The road to building a 21st Century intelligent organization has begun. The future of strategy is one of trajectories with multiple paths for competitive advantage. Businesses of the future must learn to adapt to this new and emerging landscape by leveraging the new drivers of success: Technology, Innovation, People & Platforms (TIP2). Get ready to build the Intelligent Organization.

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The Future of Strategy: Building the 21st Century Intelligent Organization

  2. 2. “Traditional strategic exercises are no longer perceived as contributing to the firm’s success. What is sealing it’s fate is the fast changing, increasingly dynamic and complex business environment”
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  4. 4. 1. knowledge economy, based on human capital and networks 2. Digitized economy 3. Virtualized 4. A molecular economy 5. Integration/Internetworking 6. Disintermediation or eliminating middlemen, 7. Convergence 8. Innovation 9. Prosumption 10.Immediacy 11.Globalization 12. Discordance
  6. 6.  Technology Strategy - identifying the logic or role of technology within the company.  Technology Forecasting - identifying applicable technologies for the company, potentially through scouting.  Technology Road mapping - ascertaining the trajectories of technological advancement and applying business or market needs to this assessment.  Technology Portfolios - accumulating all technologies relevant to products or operations to determine which are ideal for internal implementation.
  7. 7.  How will this new tool help improve the productivity of all of my insight/knowledge workers?  Can this technology take me where I need to go for the long-term?  Is there a SAAS (Software As A Service) model that lets me access my data from anywhere?  Is the data up-to-date and does it merge seamlessly with divergent streams to provide an accurate real time picture of my business?  Is it mobile? Is it Social? Is it cloud-based? Is it intelligent?  Can it help me make better decisions based on facts and data?  Who will be using it? Who should be using it?  Does it help lead to solutions for my clients? For the company?  How am I measuring its effectiveness and ROI both quantitatively and qualitatively?  Does it integrate seamlessly with the whole?  Does it help us create unique experiences?
  8. 8. “Innovation truly redefines what we know to be true in a bold new way that adds something to our common experience as humans. When we hear or see innovative ideas, concepts or systems, we recognize them right away because they resonate within us as something that is opening a new sense of who we are and what we are capable of accomplishing.”
  9. 9. R-W-W (Is It Real? Can We Win? Is It Worth It?) George S. Day
  10. 10. Our work as strategists should not only focus on how to make companies more innovative but also how to manage innovation.
  11. 11. “Human capital will be a hard fought asset in the future simply because it will become the main driver for innovation, technological symbiosis and the repository for creativity and agility in this new marketplace. In other words, when you add true human capital to the mix, organizations will give rise to an imperative equation that has already begun taking hold in innovative and future thinking environments:
  13. 13. Creates temporary, continually shifting teams that are specially suited to specific tasks. Capture and analyze data about the strengths and weaknesses of different collaborations, to improve the collective performance over time. COLLECTIVE INTELLIGENCE OFFICER Analyze profiles of employees, freelancers, and trusted affiliates to identify key dimensions of diversity. Generate action plans for capitalizing on unique combinations of personal skills, attributes, and knowledge sets. Work with team leaders to create individual cognitive development plans for all employees. Design and oversee weekly brain training sessions for specific cognitive skill areas. Improve overall neuroplasticity among our employees. JUNIOR CATALYST NEUROLOGICAL TRAINING OFFICER
  14. 14. THE STRATEGIST’S NEW MANIFESTO 1. Does the organization draw inspiration from the Future? 2. Assess an organization’s capacity to perform business model innovation 3. Assess a company’s “Brick” to “Click” environment 4. Determine the organization’s capacity to implement transformational innovation as a core business principle. 5. Understand the intricacies of an organization’s network (Inside and out) 6. How flexible is the organization to adaptation and change? 7. Is the organization wholly inclusive? 8. Does the company think in terms of a portfolio of competitive opportunities?
  15. 15. @mdejean Facebook/gileadsanders WWW.GILEADSANDERS.COM 513-268-7235 Linkedin/gileadsanders