6. Herman Toch : Fixing the plane while flying

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SAGE

A strategy, innovation, transformation E-team

makes companies & brands future proof SAGE

Be Future proof See the transforming macro context

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Why? How?

What?

crisis growth

technology

big data new energy sources 3rd industrial revolution

post-capitalism coop

people, planet, profit consumer centric

greed SAGE

Financial/debt crisis

Institutional crisis

Ecological crisis

Consumer crisis

Globalization effects

Aging population

Confusing scientific discoveries

Oversupply of products & services

Revolution in the Arab world

Price of oil/energy

Norms & values are questioned SAGE

Digital revolution

East meets West

A Global World

Scientific discoveries

Technological innovations

Valorization of human competencies

Fusion of cultures

China, India, Brazil, Indonesia

SAGE

We are in winter time the end of a cycle a shared feeling • Anxiety, conflicts

• Lack of growth

• Lack of trust

• Killing rules & structures

• Deflation

• Defend what we have

Commoditisation, fragmentation, polarisation

Spring

Autumn

Summer

Winter

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Society and companies need to build their new S-curve Give perspective on a new spring SAGE

What about the context in which we have to build this new S-curve? SAGE

Is this an era of change, or a change of era?

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- how you try to solve your challenges

- your set of ‘weapons’ - the urgency to re-invent

yourself

Your answer has a huge impact on how you behave:

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‘Old’ worldview • Strive for more

• Information shortage equals power

• Extrinsic motivation

• My good life

• Unlimited resources

• Others organize parts of our life

‘New’ worldview a new dominant logic • Strive for BETTER

• Information luxury equals potential

• Intrinsic motivation

• All is connected

• Limited resources

• We will organize our own life

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‘Old’ worldview Consumption society

GNP Stuff centric

Products & services being produced

Materialistic

Ego driven

We pursue recognition, success, wealth to

live a good life

GNH People centric Improving the Good life of all Wholeness Inner rightness driven We pursue a life well-lived, and the consequence might be recognition, success, wealth, love.

Society of Meaning ‘new’ worldview

The expectation of a better future

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Present world reality New world reality

Wh

at w

e s

ee

THE FUTURE HAS STARTED

‘see the future first’

v

v

TIME SAGE

The economy of meaning What really matters to me Meaningful for myself, meaningful for others We question the meaning behind the options

From marketing to mattering

The expectation of a better future

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Be Future proof Connect with the changing expectations of the new customer SAGE

A different customer and a

new power balance

• In the know, Consciousness • Autonomous, hyper connected • Hybrid customer • Human-machine cooperation • Prosumer/intrapreneur

Tran

sfo

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n

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Power Balance Society is tipping from a central, top down society to a decentral, bottom-up society SAGE

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Be Future proof Embrace a new growth model SAGE

The purpose of business is the business of purpose

The purpose of your business Selling stuff? Profit maximization?

Creating reasons for living the good life SAGE

Profit is a reward for what we do and why

We do the things we do. Go for happy profit SAGE

+2 = happy profit = Creating the good life is the

goal, profit the reward. Purpose & Principle driven.

Shareholder value & societal value are intertwined.

Mutual value creation

+1 = good profit = People, Planet, Profit, multiple

value creation (top down). Happiness is a means to

an end

- 1 = bad profit = short term profit only, costs are

socialized, financial value only

Business is Zero sum

Abundance

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The vision of Desso: cradle to cradle, = growth engine

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BMWi – The lab of BMW – a totally different approach

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Ricardo Semler: ‘the purpose of work is not to make

money. The purpose of work is to make the workers,

whether working stiffs or top executives feel good

about life.’

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Bad profit

Happy Profit is the answer to the economy of Meaning

Happiness is the business model

Optimize life, not consumption

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Good profit

Happy profit

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Be Future proof Fix the plane while flying

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IMPROVE YOUR PRESENT Give your company oxygen with the future in the back of your mind

BEHAVE AS A 2D MANAGER

(winter talent) INVENT A NEW FUTURE Disrupt or be disrupted BE A 3D LEADER

(spring talent)

BRIDGE PRESENT & FUTURE Create a safe environment to let go, see and dream CONNECT & INSPIRE PEOPLE

v

BE FUTURE PROOF = FIXING THE PLANE WHILE FLYING

SAGE

Be Future proof Redream your future

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REDREAM YOUR FUTURE Build a new system (system thinking)

Brand Purpose Dreams

Brand Roles Meaningful Innovations

Brand Relations Reputation

Value New

Business models

New markets Personalised

Customer journey

Organisation Structure

Cell organisation De-central processes

Holistic Reporting Chain collaboration

Culture Part of something bigger

Soulful workplace Purpose fit

Talent-passion based Inner wholeness Self management

Co-creation

Matter to people Create meaning

Make a difference Happy people, Happy Profit

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FIXING THE PLANE WHILE FLYING

REDREAM YOUR FUTURE Translate into sustainable business success

Value New

Business models

New markets Personalised

Customer journey

Matter to people Create meaning

Make a difference Happy people, Happy Profit

SAGE

From short term to long term adding meaning through long term engagement

5 Paradigm Shifts: adding meaning to the core of our business models

SAGE

SAGE

the Rolls-Royce “TotalCare” program flipped

the conventional transaction-based approach on its

head.

The premise was to build a long-term relationship

with customers by aligning the engine-service

provider’s goals with the airlines’ goals of keeping

the aircraft flying.

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Craftsmanship 3.0

SAGE

From short term to long term adding meaning through long term engagement

From linear thinking to system thinking adding meaning through stakeholder engagement

5 Paradigm Shifts: adding meaning to the core of our business models

SAGE

SAGE

SAGE

SAGE

SAGE

SAGE

SAGE

From short term to long term adding meaning through long term engagement

From linear thinking to system thinking adding meaning through stakeholder engagement

From central to decentral adding meaning through the use of creativity, passion and talent

5 Paradigm Shifts: adding meaning to the core of our business models

SAGE

SAGE

SAGE

SAGE

From short term to long term adding meaning through long term engagement

From linear thinking to system thinking adding meaning through stakeholder engagement

From central to decentral adding meaning through the use of creativity, passion and talent

From mass to personal adding meaning through personal wellbeing

5 Paradigm Shifts: adding meaning to the core of our business models

SAGE

SAGE

SAGE

SAGE

SAGE

SAGE

From short term to long term adding meaning through long term engagement

From linear thinking to system thinking adding meaning through stakeholder engagement

From central to decentral adding meaning through the use of creativity, passion and talent

From mass to personal adding meaning through personal wellbeing

From closed to open adding meaning through collaboration, cooperation and sharing

5 Paradigm Shifts: adding meaning to the core of our business models

SAGE

SAGE

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COOPETITION

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