Corporate futuring framework
Chapter 3 - Corporate futuring
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The goal of Corporate futuring
Corporate futuring IS,
- about imagining a better future for our enterprise,
- about preventing future problems so that success can be achieved,
- on top of previous, preventing perpetuating current problems that would block future success.
Corporate futuring unites you inside-out and outside-in view, through the process of
- creating direction: Vision, Strategy, Tactics and Mission development
- implementation: defining the next step to take
and solving current problems
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Core questions as the start of Corporate futuring
- Why are we in the situation we are in?
- In what direction do we want to evolve?
- How do we see the future for our business and our company?
- How can we use our scarce resources for the best future?
- What is the next correct step that we should take now?
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Elements of Vision
Customer strategy: value proposition
- How do you turn the world upside down?
- What will your customer really miss if he does NOT purchase your product or service?
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Positioning strategy: market position
- How much are we
- Task drive ← vs.→ Market driven
- Product driven ← vs. → Capacity driven
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Elements of (value) Strategy
Steering concepts
- Capital
- Resources
- Capabilities
- People
- Competencies
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Context strategy: relational position
- STEEPLE
- Social
- Technological
- Economic
- Environmental
- Political
- Legal
- Ethical
- Client experiences
- Competition analysis
- Employee experiences
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Value Strategies
Operational excellence
- Provide services
- In search of risk reduction, leading towards the substrategy 'The efficiency leader'
- Mastering emotional evaluation, leading towards the substrategy 'The customer leader'
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Customer intimacy
- Empathic (emotional) evaluation, leading towards the substrategy 'The client expert'
- Mastering emotional evaluation
- Attention to greater interests, leadfing towards the substrategy 'The authority'
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Product leadership
- Empathic (emotional) evaluation, leading towards the substrategy 'The ecosystem builder'
- Attention to greater interests, leading towards the substrategy 'The serial disruptor'
- Provide better services
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Elements of Tactics
Business model strategy
- Building on market context (see vision & strategy)
- Business model → Value realisation
- Value proposition
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Elements of Mission
Scenarios
From the big dream via feasible scenarios to concrete goals.
This is the moment where the difference between development (design thinking) and execution becomes relevant. Development is concerned with exploring the “unknown unknowns” through possible futures (from incremental to disruptive). Scenarios and business dynamics modeling translate these insights into an executable plan (now known unknowns).
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