THE DA VINCI INTEGRATED TIPS MODEL TECHNOLOGY TOP 100 RESEARCH

THE DA VINCI INTEGRATED TIPS

MODEL

TECHNOLOGY TOP 100 RESEARCH

TIPS Holism : Hypercompetition

TIPS Holism : Hypercompetition

Profits and value returns

TIPS Holism : Hypercompetition

• Speed to market

• Response to changes

• New world flexibility

Profits and value returns

TIPS Holism : Hypercompetition

TIPS Holism : Hypercompetition

• Speed to market

• Response to changes

• New world flexibility

Profits and value returns

Costs of Incentivesand variable pay

TIPS Holism : Hypercompetition

• Speed to market

• Response to changes

• New world flexibility

Profits and value returns

Costs of Incentivesand variable pay

• Creative motivation & people retention

TIPS Holism : Hypercompetition

• Speed to market

• Response to changes

• New world flexibility

Profits and value returns

Costs of Incentivesand variable pay

• Creative motivation & people retention

• Skills in place

• Matching new technology skill needs

• Developing from within

Cost of up-skilling Hypercompetition =

Synthesis + Synovation + JVs and Alliances

CONTRIBUTION TO ORGANISATIONAL

ECOLOGY

MAKING A DIFFERENCE TO

COMMUNITIES

En

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TIPS Final Focus : Sustainability

SUSTAINABILITY

SS

Ackoff Centre for Design Thinking

ORGANISATIONAL REDESIGN THROUGH

SYSTEMS AND DESIGN THINKING

Unintended Consequences

Working for water – Eucalyptus treesBread wrapper – biodegradableThe TOYOTA CatastropheWhat really did take place?

Complacency?Arrogance?Complexity?Western style of management?

FAILURE TOUNDERSTAND THE SYSTEM

Counter-intuitiveness

Actions which are intended to produce a desired outcome may in fact generate opposite resultsThe Welfare System in South Africa was meant to alleviate hardships for the deprivedCounter-intuitively it has attracted poor families to the region. It has reduced the incentive to work

THE FAILURE OF CONVENTIONAL

WISDOM

SETTING THE SCENETHE REALTIES FACING THE

MODERN WORLD

Crisis of Understanding (Carlsson)

Characteristics - Wicked Problems

Solutions Are Not True-or-

False, But Better Or Worse

Have No Stopping

Rules

No Definite Formulation

You Don’t Understand The Problem Until

You Have Developed A

Solution

WICKEDPROBLEMS

Planner Has No Right to Be Wrong

Part of the Pain Part of the pain is a

misunderstanding of the nature of the problems at hand.

More precisely, the pain is caused by working on a special class of problems – wicked problems – with thinking tools, and methods that are useful only for simpler (“tame”) problems.

Jeff Conklin, Ph.D.

Traditional Wisdom For Solving Complex Problems: THE WATERFALL (Jeff Conklin).

ProblemSolution

Time

Gather Data

Analyze Data

Formulate Solution

Implement Solution

LINEAR

The Black Swan

BELIEF THAT THE

WORLD BEHAVES AS

A BELL CURVE

unexpected can be predicted by

extrapolating from variations in statistics

The Hard Questions?

Why with all the sophisticated forecasting and planning processes did the world not predict the global economic fall out?We suggest that the reason for this lies in the planning processes which are based on FORECASTING, AND ANALYSIS.THE REALITY IS THAT THE WORLD AS WE NOW UNDERSTAND IT IS AWASH WITH WICKED PROBLEMS

Dealing With Wicked Problems

The bottom line is that you cannot solve wicked problems – you can only dissolve such problems

Dissolution can only be achieved through re-designing the system

Re-design can only be achieved through an understanding of social systems

What Is A System?

A system is a construct that the designer creates by assembling interacting parts of the world ( either concrete or abstract) for the purpose of design. This assemblage must satisfy two conditions :

The assemblage must exhibit emerging properties that are not exhibited by any of its parts and will somehow be diminished if any of the parts is removed;

Each part must be interacting with at least one other part.

Social System Thinking

In a system problem the performance of the whole is derived from the interactions of the parts.

A system problem cannot be solved by focusing on independent parts.

The parts do NOT always perform in ways that are expected.

Social Systems

Understanding the “bigger system” – i.e. our external environments, our strategic aspirations & positioning within this context and designing & implementing an agile business foundation for executing against strategy.

Systems Thinking – A Perspective

It is all about moving from the

“either/or”

To the

“both/and”

Differences between holistic and reductionist thinking (East and West)

Breaking down

Problem into

Simplest parts

Taking multiple

Partial viewsSimplifies by

A downward

movement

An upward

movementApproach

Characterized by

Reducing problem

Into smaller and

Smaller parts

Investigating the

problem’s

environment

Issue tackled

by

AnalyticSystemicMethod

Reductionist

Thinking

Holistic

Thinking

DESIGN THINKING

CREATING THE CORPORATE FUTURE

Design Thinking

Gives stakeholders an opportunity to create their own future.Allows for multiple perspectives to be brought to bear on decisions. This creates consensus around the vision, enriches the process, and generates buy-in from participants.

Design Thinking Approach

The Design Thinking eliminates the need for forecasting. It seeks to identify assumptions in the strategy and to frame them as possibilities.

Evolution of Our Process

DESIGN BY

Interactive Planning

INTERACTIVEPLANNING

MESS FORMULATION

IDEALISEDDESIGN

IN MOST CASES THE CEO DOES NOT PARTICIPATE IN THE INITIAL STAGES OF THE PROCESS

UNDERSTANDING THE CURRENT

REALITY

THE MESS FORMULATION

Stakeholder View of the Organisation

Contextual Environment

Operating Environment

StructureCulture

Competencies Resources

Transactional Environment

Trade Association

Regulators

Union/employees

Competitors

Creditors Suppliers

Customers

Communities

Shareholders

EconomicForces Ecological

Forces

Socio-culturalForces

TechnologicalForces

PoliticalForces

Reference Projection: Income

Reporting the Mess

Our guys

+B

Fantastic.Terrific.NFW!

JF

Winning Stage 2

EASY

PRSMc

Let’s not worry Fleck!

Appian

Oh yeah!

THE DESIGN CHALLENGE

THE IDEALISED DESIGN PROCESS WHICH IS CONDUCTED IN PARALLEL WITH THE MESS

FORMULATION TEAM

Designing a System

Idealised design is the best known way of designing or redesigning a system

The effectiveness of the process is highly dependent upon the composition of the design team

Idealised Design

BEGINS WITH THE ASSUMPTION THAT

THE SYSTEM INVOLVED

WAS DESTROYED LAST NIGHT

BUT ITS ENVIRONMENTAL REMAINS

AS IS

An Idealised Design

IS THAT DESIGN

ONE WOULD HAVE RIGHT NOW

IF ONE COULD HAVE

WHATEVER DESIGN ONE WANTED

Idealised Design

AN IDEALISED DESIGN IS SUBJECT TO THE FOLLOWING

CONSTRAINTS

It Must BeTechnologically Feasible

AndOperationally Viable

Idealised Design

IN ADDITION IT SHOULD BEREADY, WILLING, AND ABLE

TO CHANGE ITSELFAND BE CHANGED

That Is,It Must Be Capable Of Learning

And Adaptation

Idealised Design

THEREFORE,THE PRODUCT OF AN IDEALIZED DESIGN IS NEITHER IDEAL NOR

UTOPIAN

Because It Is Capable Of Being Improved,

Hence Is Not Perfect

Planning - Idealised Design

PLANNING BASED ON A VISIONOBTAINED BY IDEALISED DESIGN

(INTERACTIVE PLANNING)

Works BackwardsFrom Where One Wants To Be

Right NowTo Where One Is

Design Thinking

Design Thinking is NOT A 3-day break away in the bush when the executive and the board develop a strategy.

It is process which requires commitment and time

Who Uses Design Thinking?

Devaluation of Rand

Increasing Violence

Demise of the

Scorpions

Changing role in

Africa

Productivity

decreasing

Labour militancy

Increasing

Trade unions in

Conflict with Gov.

Pan African trade links Migratory labour

Changed civil

service

Too Much

New Legislation

Corruption

Affirmative action

Reconstruction &

Development Prog.

Failure of

Provinces

New municipal

boundaries

Change

Effect on

strategy

South Africa MESS

SARS

MTN & Vodacom

Power to Women

SA Breweries

Fiscal Discipline

Goldfields

14 Years of Growth

South – South Economic Bloc2010 World Cup

Massification of Housing

Electricity for All

Gautrain

Anglo Gold

African Rainbow Minerals

Mevelaphanda

MIDP

Change

Effect on

strategy

South Africa MESS

Multi Racial Society

No Vision

Lack of Accountability

Service Delivery

Leadership Crisis

Voting System

Skills Crisis

Energy CrisisFailed SMME Sector

Increase Racism

Home Affairs

Sufficient Consensus

World Class

Banking Sector

Constitution and Bill

Of Rights

Lack of effective

Partnership Govt and

Private sector

Change

Effect on

strategy

South Africa MESS

Inflation

increasing

Interest rates

Will rise

Insurance rates

will rise

Medical Aids

Under attack

Foreign investment

SA Companies

Moving offshore

Prevalence of Rape

More deaths

From AidsAlienation of Business

Community Unrest

TB epidemic

VISA to Britain

Increasing

unemployment

Informal sector

growth

Change

Effect on

strategy

South Africa MESS

ANC Leadership

Crisis

Xenophobia

Increase in Emigration

Judiciary Crisis

Tourism Down?

The Rise of the Youth

International

Condemnation on

Zimbabwe

The Exiles, Insiles

Robben IslandersThe rise of the Zulu’s

Generators for Sale

Parliamentary

Portfolio Committees

Zimbabwe Backlash

Abuse of Women and

Children

Increasing

unemployment

Police Brutality?

Change

Effect on

strategy

No Vision

South Africa MESS

Your Group Challenge

Taking the mess into consideration and looking at the TIPS Model what would you recommend to President Zuma to create 5 million jobs in the next 10 years?

Draw a Rich Picture