The document discusses strategies for business model renewal and strategic planning. It covers key topics such as defining business models and strategies, connecting strategies to leadership and culture, identifying different levels of strategies from corporate to product levels, and distinguishing between tactics and strategies. The document provides frameworks for assessing the external environment, defining goals and visions, and developing strategic growth options through a business model portfolio. Leaders are advised to consider the context, make strategic decisions around where and how to compete, and ensure organizational alignment.
3. Learning objectives
(Fall 2015)
By the end of this session you should
be able to:
• Connect the dots between business
models, strategies, leadership and
culture
• Define (and refine) your own
business model(s)
• Lead strategic maneuvers and
business model renewal through
relevant change initiatives
36. Market
• Is your primary market stable, growing, or
declining?
• Have you saturated this market, or is there room
for profitable growth?
• How might this change in the future?
• Are there adjacent markets that
offer opportunities for the future?
• What higher-level socio-cultural
trends (next page) could affect
your market(s)?
46. Enduring principles that guide
the “culture” of a firm
Core Values
Link to reputation, positioning
and brand identity
May be part of the mission
statement or a separate
pronouncement
58. Change Readiness Matrix
Ready for learning Ready for change
Ready for resistance Ready for frustration
Leadership
Change Capacity
Organizational Propensity to Change
Low
High
Low High
Adapted from Douglas B. Reeves,
“Leading Change in Your School,”
ASCD 2009.
74. Can I achieve my goals
& a sustainable
advantage with existing
customers and
capabilities?
Might externalities
force a change?
When?
Will I need to move
into adjacencies or
new markets?
New capabilities?
How can I build a
portfolio of short-,
medium-, and long-
term growth
options?
76. Is the timing
right?
Will we succeed
financially?
Can we win?
What will be my
differentiators?
How much effort
is required?
Is there a cultural
fit?
For each arena, consider …
83. When do the
organizational
competencies that
caused your
organization’s (or
industry’s) success
become impediments
to growth, suggesting
a need for
disruption?
119. Just as we routinely upgrade computer systems, we must upgrade our own knowledge systems.
Linda has helped over 10,000 people over a 25+ year period with these educational upgrades,
merging anecdotal client experience with researched “best practices,” and sharing the resulting
insights with managers and executives. After working in the office products, publishing and
insurance industries, she joined UW-Madison’s Center for Professional and Executive Development,
both as a corporate trainer and program director. Now, as a director emerita, she provides
workshops for select clients.
An award-winning author of The Product Manager’s Handbook, she has also written The Product
Manager’s Field Guide, The Manager’s Guide to Distribution Channels, Business Model Renewal,
and Product Management ShortRead Series.
Linda is now a blogger, mystery author and Creativity Curator for her own company, Tomorrow’s
Mysteries, LLC.
Linda M. Gorchels
120. For more information, refer to the following books on
Amazon, follow my blogs, and download several free
articles from my website, BrainSnacksCafe.com.
The Product Management ShortRead Series is a collection of
“bite-sized” (about 100 pages) books on selected topics .
Product Management 101 and Product Strategy & Roadmaps
were published in January 2017.
Creatively Innovative is scheduled for late 2017.