www.markbutcherassociates.co.uk

Good morning!

Dwight D Eisenhower

(1890 – 1969)

Planning is everything”

“Plans are nothing

The Process

• Describe the tool• Answer the ‘key question’• Summarise the benefits• Apply the thinking

S.W.O.TAnalysis

Strengths

Opportunities

Weaknesses

Threats

SWOT Rules

1. No cliché or platitudes

2. Spell it out

3. Be comprehensive

4. Be honest

5. Get ownership

S

TO

W

The Key Question Answered

What is possible?

The benefits …

•Clarity•Honesty•Tells you what to do

Apply the thinking …

Pick one circumstance where a rigorous SWOT might solve a problem

Socratic Questioning

The Death of Socrates by Jacques Louis David

Clarify the thinking

‘Why do you say that?’, ‘Could you explain further?’

Challenging assumptions

‘Is this always the case?’, ‘Why do you think that this assumption holds

here?’

Argue from evidence

‘Why do you say that?’, ‘Is there reason to doubt this evidence?’

Consider alternative viewpoints

‘What is the counter-argument?’, ‘Can/did anyone see this another

way?’

Consider implications and consequences

‘But if...happened, what else would result?’, ‘How does...affect...?’

The Socratic Method

(clarify / clarify / clarify)

What do you mean by that?

Define this term for me?

Give me examples of what you mean?

Can you be more specific?

Ask who?, what?, why?, when?, where?

MAKE IT CONCRETE

Ask why 5 times

We need an away day

Why?

Because the staff are de-motivated and angry

Why?

Because their team leader has just gone on long term sick for the second time this year

Why?

Because he’s stressed out

Why?

Because he can’t cope with the pressure

Why?

Because he doesn’t get any support from his line manager and hasn’t been trained

So what do you need …?

AH HA!

The Key Question Answered

What is true?

The benefits …

•Greater ROI of time and effort•The human trumps the chimp

Apply the thinking …

Pick one circumstance where Socratic Questions might give you the answer you need

Product Portfolio Analysis

Time

Ret

urn

Childhood Youth Maturity Decline

The Product Life Cycle

Time

Gro

wth

Childhood Youth Maturity Decline

The Product Life Cycle

Market growth

(Cash usage)

Market share

(Cash generation)High

High

Low

Low

STAR

CASH COW DOG

Problem Children

The Key Questions Answered

•Are we having enough ideas?•How many are good enough?•How long will they take to bring to market

The benefits …

•A ‘pipeline of ideas that is balanced and manageable.•Not ‘running’ before you can ‘walk’

Apply the thinking …

Could you use it?Have you used it?Do you like it?

S.C.A.M.P.E.R.

Substitute

Combine

Adapt

Modify

The Key Question Answered

How to get around ‘creative block – how to have more ideas after we’ve run out

The benefits …

The next Big Thing!

Apply the thinking …

It takes more time than we have today

Ansoff’s Matrix

The Key Question: How to limit risks associated with diversification

Igor Ansoff

Ansoff’s Matrix

Existing products New products

Exis

ting

mar

kets

New

mar

kets

Market Penetration Product Development

Market Development Diversification

Home delivery rock records

Virgin Megastores

Virgin Classic

Virgin Recording Studios,

Virgin Coke, Virgin Vodka,

Mates Condoms, Virgin

Trains, Virgin Fuels, Virgin

Cosmetics, Virgin Galactic

Existing products New products

Exis

ting

mar

kets

New

mar

kets

Market Penetration Product Development

Market Development Diversification

Lunch ClubsResidential Care

Leisure and Learning (e.g. I.T. Classes)

Public Café

Pre-Retirement classes

THEY’VE

NEVER GONE

HERE!

Kaizen

“The greatest danger a team faces is not that it won’t become successful, but that it will - and then cease to improve”

Mark Sanborn

KaizenP; Left side main tyre almost needs replacement

M: Left side main tyre almost replaced.

P: Something loose in cockpit

M: Something tightened in cockpit

P: Evidence of leak on right side landing gear

M: Evidence removed

P: DME volume unbelievably loud

M: DME volume set to more believable level

P: Aircraft handles funny

P: Aircraft warned to straighten up, fly right, get serious

The Key Question Answered

How to continually improve over time

The benefits …

Massive, cumulative, improvements of systems, performance and outcomes over time

Balanced Scorecard

Tweaks, lags, oversteer and understeer

If you INCREASE THE TARGET, this will REDUCE morale, which you might address by INCREASING the training budget, to RE-BALANCE the systems.

Tweaks, lags, oversteer and understeer

If you TRANSFER THE DATA INPUT FUNCTION TO FINANCE, this will ALLOW YOU TO REDEPLOY PEOPLE IN THE FUNDRAISING DEPT, and will have a TRAINING IMPLICATION as the Finance people get up to speed as well as a SHORT TERM NEGATIVE BRAND CUSTOMER CARE IMPACT. This might CANCEL OUT the advantage you think you’ve given the fundraisers.

Strategy Mapping and Leading Questions

New Profit Inc

• The managers talk more about strategy and less about tactics

• Staff know and understand the strategy and how their role contributes

• Organisations develop the ability to create and deploy Balanced Scorecards

• Evaluation becomes embedded within and integrated with the organisation’s operations

The Key Question Answered

•Limits unforeseen consequences•Prevents ‘selective blindness’•Joins things up “What will happen if we …? How can ensure that …?”

The benefits …

Greater ‘strategic integrity’. The ability to discern the ‘big picture’. Fewer problems ‘downstream’ from a decision.

Mouton Blake

Management Grid

What Type of Manager Are You?

In a change process, which of the following would best describe your

approach?

• evade and elude

• yield and comply

• control and dominate

• balance and compromise

• contribute and commit

• exploit and manipulate

• prescribe and inform

What’s your behaviour?

ISSUE CONCERN

PEOPLE CONCERN

High

HighLow

Low

SMOOTHING

COMPROMISE

WITHDRAWAL FORCING

COLLABORATION

Withdrawal

Neither the issue nor the relationship are important. You withdraw from the interaction

Forcing

The issue is important but not the relationship. You use all of your energy to get your own way.

Smoothing

The relationship is more important than the issue. This behaviour is designed to ensure that you are liked and accepted.

Compromise

Both the goal and the relationship are important. You try to gain both by giving up something of both. Be careful!

Collaboration

The issue and the relationship are equally important. You define the conflict as a problem solving –situation

The Diffusion of Innovations

The Diffusion of Innovations

Innovators Those who will leap with enthusiasm at your proposals. They will strongly support it and will expect others to be active in pursuing them.

Early Adopters

These are people who will be rapidly persuaded, especially by early success. They are likely to want to adapt your proposals to their own circumstances.

Early Majority These are those who will want to see tangible outcomes to your proposals – they will not be convinced merely by the idea or principle.

Late Majority Those who will follow the lead of a powerful person if they show signs of agreement and support for your ideas. The commitment is centred on political calculation.

Resistors (Laggards)

These people will need considerable evidence – the more vivid and directly observable the better – before they can be mobilised away from present methods and preferences. As a group, this category may be relatively risk adverse.

The pattern observed in 3,500 successful innovations

How to influence each group?

5 Change the rules!

4 Prove it

3 Show them a working example

2 Talk about it

1 No need

Time

Up

take

of

new

id

ea

Everett Rogers 1983

1. Innovators

2. Early adopters

3. Early majority

4. Late majority

5. ’Laggards’

Securing Individual & Group Level ChangeSecuring Individual & Group Level Change

7 Dynamics of Change

People will feel awkward, ill at ease and self conscious

People are at different levels of readiness for change

People can handle only so much change

People initially focus on what they have to give up

People will feel alone even if everyone else is going through the same change

People will be concerned that they do not have enough resources

If you take the pressure off, people will revert to their old behaviour

And that is why …

Planning is everything”

“Plans are nothing