6. Herman Toch : Fixing the plane while flying
Transcript of 6. Herman Toch : Fixing the plane while flying
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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
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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
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THE FUTURE HAS STARTED
‘see the future first’
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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
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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
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BE FUTURE PROOF = FIXING THE PLANE WHILE FLYING
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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
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From short term to long term adding meaning through long term engagement
5 Paradigm Shifts: adding meaning to the core of our business models
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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
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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
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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
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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
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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
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COOPETITION
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