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Welcome to My Strategy: Supporting your proper Strategic Thinking and Doing!

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We all need three things to succeed. First of all, enough food and shelter; secondly, a mate to reproduce and thirdly, information about the world surrounding us.

We all need this information to move towards enough resources, select the right fellow humans and create our habits and processes to be able to develop in our environment.

This applies to your enterprise in the very same way. The following "Why, How, What" questions lead you - in a practical form - towards the resources, evaluations and information you need for your business strategy.

  • Why is there an opportunity to invent / advance / grow now,
    • and what are the patterns that arise
    • from the interests our business has?
  • How will we make this opportunity work,
    • and what are the principles we organise our enterprise by
    • from our company's values?
  • What drives the use of this value proposition,
    • and what are the human-based processes we create
    • from the goals our enterprise wants to realise?


Some iconic examples

  • Computer
    • Why became the computer industry possible?
      • The silicon transistor.
    • How was this opportunity reformed?
      • Memory storage, first magnetic tape, later solid-state.
    • What made the computer industry big?
      • Software.
  • Logistic chain
    • Why became the logistic chain possible?
      • The platform economy.
    • How was this opportunity reformed?
      • www - ai - 5G.
    • What made the logistic chain big?
      • Need for predictable, transparent supply chains.
  • Health care industry
    • Why became the health care industry possible?
      • Worldwide social security in one form or the other.
    • How was this opportunity reformed?
      • R&D in biochemistry.
    • What made the health care industry big?
      • Successful age extension.


What are the answers to these three questions for your enterprise in your niche?

When you can formulate an answer to the former three questions for yourself, your company, and all your stakeholders, this will start your strategic circle that leads to value realisation:

  • Vision
    • Imagine the right ethical things to do.
  • Strategy
    • Think about the next steps to take.
  • Tactics
    • Make those decisions that enable future decisions.
  • Mission
    • Support co-regulation and participation.

Strategy

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Not making decisions is, by definition, to leave the critical decisions for you and your business to the context in which you operate.


If it works out well for you, you're in luck. If not, you're out of luck. Therefore, it is better to make strategic decisions. They are not the decisions you make to take operational actions tomorrow, but those that make it possible to make correct, or even better, operational decisions in the foreseeable future.

Parallel to your financial investment, strategy is the mental investment you and your employees make to improve your assets, structures, human capital, resources, customer portfolio, goods and/or service offerings and all that matters most to your business, to enhance and grow.


Your enterprise core strategy consists of 'Long Term Thinking', 'Ethical Decision Making', and your 'Operational strategy':

  • The decisions of the past created the position you are in today.
  • 'Now' is the moment to make those decisions that will shape your future.


This wiki provides you - starting from Corporate futuring - all insides to make those decisions that enable future decisions.

  • Decisions who have the highest probability to realise value.

Worldview

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Our worldview includes our knowledge and beliefs about how our world works, its interests, values, emotions, and ethics.


Browse the content of our Worldview.

  • Physics & biology
  • Human & brain
  • Values & ethics
  • Dimensions & directions

Methodology: Experiential Growth Method®

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How can you reap the benefits of the blossom splendor? Think about the next step to take.


“Nothing is as practical as a good theory,” and “the best way to understand something is to try to change it”, credited to Kurt Lewin (Greenwood & Levin, 1998).

The business practice has always been divided between thinking and doing, emphasising one over the other. However, we believe in the advantages of thinking about the next step to do.

Browse the content of the Experiential Growth Method®.

  • Why a method?
  • The advantages of EGM®
  • What does the EGM® offer you?
  • Patterns: created by 27 action fields
  • Principles: how to think about growth

Corporate futuring

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The method for creating your strategy from long term thinking: outside-in shaping inside-out.


Browse the content of Corporate futuring

  • What is Corporate futuring about?
  • The situations where Corporate futuring offers an answer
  • Triggers leading towards the need for a new Operational Strategy
  • The goal of Corporate futuring: value realisation

Organisational futuring

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Co-regulation and participation.

Top-down, bottom-up, inside-out, outside-in, ..., find the organisation that works for you.


Browse the content of Organisational futuring

Leading into the future

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Doing the right things!


Browse the content of Leading into the future

Business Dynamics Modeling

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Start managing with state-of-the-art tools


Browse the content of Business Dynamics Modeling

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