strategic visualization

Strategic Visualization in a business world

How to cut through complexity without ever losing overview

© 2012 KPMG Statsautoriseret Revisionspartnerselskab, a Danish limited liability company and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (KPMG International), a Swiss entity. All rights reserved.

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Strategic Visualization

”Please keep in mind that these slides can only serve as a teaser for the rich tool that strategic visualiza9on

is”

”This presenta9on takes you through why

and how strategic visualiza9on works in a

business context”


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Let us start with the basics

”Here you see a fairly accurate image of

the brain. We have a right and a leA brain

hemisphere”


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Cross section of the brain

”Neuroscience has found out that the two hemispheres take care of different stuff. (We use both sides all the

9me).”


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Cross section of the brain

”What brain hemisphere do you seem to have a

preference for using when learning new things?”


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But what many brains really look like…

”Unfortunately this is what most brains

look like. S9nky right brain hemispheres and normal leAs”


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But what many brains really look like…

”WHY??!”


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Back in the day (when Greece ruled the world)

”Let us take a look at why the right brain hemisphere has

been neglected for so long.”


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Pythagoras said:

”Pythagoras no9ced a devine order when he gazed at the stars.

They were completely predictable…”


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Pythagoras said:

”… not at all like the the irra9onal humans that perceived things differently. Sigh!”


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Evidence!

”All this talk about irra9onal humans versus ra9onal universal order founded the scien9fic

tradi9on that is s9ll King today.”


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Objective, evidential reporting

”And all the way up to now we seem to prefer ”objec9ve” and evidence based meassures to

imagined inter-‐preta9ons.”


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Left brain measurable stuff

”And the leA part of the brain likes measurable details and certainty.

Anything that is objec9ve and true”.


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Wicked problems: Financial crisis

”But today we are facing more and more complex problems that can not be

explained nor fixed…”


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Wicked problems: Financial crisis

”…using a ra9onal and logically 1+1 = 2 mind set. We simply need new tools.”


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Complex or wicked problems

”The more complex the problems the more

trouble we have under-‐standing the true effects

– and solu9ons ”

Source: Andrea Saveri


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Complex or wicked problems

”… We simply can not see the connec9ons and big picture from our detail oriented perspec9ve. ”

Source: Andrea Saveri


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Problem solving today

”When we dive deep into difficult challenges we have a tendency to

narrow the perspec9ve in order to understand.”


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Problem solving today

”Thus crea9ng silo thinking and solu9ons detached from the

complex context they are to be implemented in.”


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Cross-disciplinary collaboration

”We need a cross-‐disciplinary and big picture thinking

approach to solving these challenges”


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What we need:

”We need a new, visual prac9se*”

*Which is not at all new but

that is a different story


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”We are all visual thinkers. Some of you might say ”No, that is not true.” Let me prove you wrong!”

WE ARE ALL VISUAL!!


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Close your eyes

”Close your eyes and imagine your bed-‐room. Where is your bed, your closet, your

clothes? ”


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Close your eyes

”Piece of cake, right?! We dream and remem-‐ber in images. Complex informa9on is and can be stored in images.”


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Close your eyes

”Even when it comes to strategies, plans, programs, projects and other business

related things.”


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Flowchart

”We already use visual aids in our

business world today to try to get a hold of

complexity.”


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Column chart

”Charts, diagrams and other visual structures help us see informa9on

in rela9on to categories.”

Source: graphjam.com


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Venn diagram

”But there is a thing that all these aids are

missing.”


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Pie chart

”And that is the context in which these projects, programs and plans are

to be executed in”


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Tony Buzan: Mindmap

”Even the Mindmap which have a broader

perspec9ve lack the con-‐text. There is simply no narra9ve to s9ck to.”


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”And this is where strategic visualiza9on

comes in to the picture. So to speak.”


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”Strategic visualiza9on combines unique

visualiza9ons, big picture thinking, strong facili-‐ta9on and business understanding.”


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Custom made strategic visualizations

of the clients’ needs, wishes, communica9on, challenges, stakeholder management, objec9ves

and goals. ”

”Here you see some examples strategic

visualiza9on. They are results of thorough inves9ga9ons..


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Custom made strategic visualizations

But it has everything to do with mapping

complexity so that we can navigate in it.”

”As you clearly can see, strategic visualiza9on has nothing to do with making things simple...


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With endless posibilities and purposes…

”The example you see here was used in the Na9onal Tax Tribunal as proceeding material..

The strategic visualiza9on helped the judges understand the technicali9es in the case that was otherwise too complex to grasp. ”


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But where do I start???

”Even though strategic visualiza9on is, well,

visual, the drawing part of the tool only plays a

very small role”


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”Being able to truely engage people into

having honest dialogues about their strategic challenges is crucial.”


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”Besides that, strategic visualiza9on is about transforming abstract challenges to concrete ac9ons steps – using a

visual language.”

Contact

Stine Arensbach Head of Strategic Visualisation [email protected] www.kpmg.dk

”All these slides were made uniquely for this presenta9on. If you would like to use some of

the pictures please do not hesitate to contact me.”

This presentation gives only a general outline of a topic which may be the object of KPMG's advice. Although we have tried to avoid errors and omissions in the presentation, KPMG shall not assume any liability for any transactions not covered by our prior advice.


The KPMG name, logo and ‘cutting through complexity’ are registered trademarks or trademarks of KPMG International.

This presentation gives only a general outline of a topic which may be the object of KPMG's advice. Although we have tried to avoid errors and omissions in the presentation, KPMG shall not assume any liability for any transactions not covered by our prior advice.

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