Changeship - Workbook E-Book

Burkard Schemmel

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2022

Seitenzahl: 22

Beschreibung

This book is a hands-on guide that further illustrates the Changeship model and provides leaders with implementation advice. Based on the 10 phases this workbook graphically illustrates the 7 dimensions and link them to a holistic model. Leaders should define the 10 phases of their business model first. This can be related to the whole company or a specific team or even product. The next step is to define the dimensions: 1. Exponential growth potential. 2. Everything-as-a-service: Setup the business to meet the service standards and identify impacted business functions. 3. Mega trends: Assess how the business links to one or two of the mega trends. 4. Review business ethics considerations along 5 key questions. 5. Synthesize the firm's purpose. Lastly, define success measurements: progress, Iteration, and outcomes and bring the process into a regular cycle of optimization. The last chapter contains a sample plan to manage the first 90 days of the transition. Refer to the main book for additional guidance.

Leseprobe

Table of Contents

Introduction

Business Model Generation

Exponential Growth

Everything as a service

Mega Trends

Business Ethics

Synthesize Purpose

Success Measurements: Progress, Iteration, and Outcomes

Implementation

Collaboration, Exchange, and Outlook

1. INTRODUCTION

The world is changing at a speed and impact like never in modern times. For the first time in history, business will become truly global – as digital operations turn out to be the universal norm for all enterprises in all countries. From west to east, from capitalistic to communistic countries, and from open to closed societies.

In the global business dynamics, change is the new normal: Customers enjoy endless possibilities of buying products, consuming services, and organizing their lives. Low entry barriers allow for every company to become a global leader in 3-5 years – with offerings that might even not exist today. This digital polypol speeds up everything – from ideation to research and development, engineering, sales and after service. Those companies will be most successful who manage to gain mass adoption in the shortest time – not with the best product but with a solution to a customer problem.

Leading companies have sped up product life cycles, strictly focused their operations on the customer, and invented new business models faster than ever before. Leaders need a compass to navigate in this digital polypol – from understanding the context and macro drivers, to examples of successful corporations, to a proven model that helps organizations to guide through the change. In this book I am going to surprise you, stripping away all the complexity and hard craft, and teach you how to transfer your business into the new age. While this book has been written with a European focus, it seeks to combine the two dominant positions of the United States on the very western spectrum and China on the eastern. European leaders need to find the position in a new world order. Lou Ottens was working on the audio cassette when he was named director of new product development at Philips in the early 1960s to ease the challenge of giant reel-to-reel decks and portability of recordings. Not least because of the great success of this new sound carrier, Philips managed to break the 5,000-employee mark by 1970. Around 20 years later, in 1981 and 1982, Ottens was involved in the development of the compact disc at Philips, which was introduced in 1982. Philips has been one of the drivers of audio for the masses – from a concert performance to mobile consumption on demand. In streaming however, Philips was not involved in a meaningful manner.

It has been a while since big transformational inventions were created in Europe. The GAFA (Google, Apple, Facebook, and Amazon) companies seems to have driven global consumer innovations in the last years. Yet not many people truly understand that they had been mostly owning and orchestrating the ecosystem whereas Chinese companies like Foxconn produce for Apple and others on a technological standard beyond believe. Platforms invented in China like Alibaba or even TikTok will overtake the Western pedants by size and revenue in maximum 3 years. They have been finetuned by 1.39 billion people speaking the same language, paying with the same currency, and having a similar mindset (The United States have 328.2 million inhabitants). Yet companies being successful in China managed to attract every social class – from the rural farmer to the investment banker.

This workbook complements the leadership compendium ‘Changeship - Purpose driven, Customer dedicated, and Ecosystem fueled’ and helps executives and business leaders to gain confidence, tools, and the insight and knowledge to make them a much better leader. This workbook will be holding you by the hand, teaching you a predictable way to change – from the small startup to a department in a large fortune 500 company.

Purpose driven, Customer dedicated, and Sustainability fueled

A business should have the ambition to change the world, through a clear purpose that goes beyond earning money. In today’s world, every business must be based on solving a customer need. When entrepreneurs think at scale, they power their business by an ecosystem that allows to implement agility. Agility is key, as competition and buyer’s transparency constantly increase. Leaders have a choice to build a new business from scratch or side-by-side with existing operations. A greenfield approach starts a business from scratch – 100% new without any legacy. The success is determined by the ability to define and execute a playbook throughout all phases of business lifecycle. On the other spectrum, brownfield approach transforms an existing business while operating. This requires a lot of discipline to be executed well and puts pressure on resources to manage ongoing prioritization and conflict. A variation of both is called Whitecube. This model utilizes existing learnings and corporate functions (as a cube) without the organizational legacy from transforming an existing business while operating.

Changeship model