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Dr Daron G Green Ted Shann
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GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
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Objectives

• Understand our approach to strategy and business
  design
• Articulate what the outputs are
• Give ourselves a common vocabulary
• Establish/reinforce thought leadership
• Be able to provide examples
• Analyse what we are hearing/seeing in any meeting
• Understand who needs to be involved
• Work hard but have some fun

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GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
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Creating Strategy
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Planning Execution
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Market Insight

• Clarity on the market environment/context for the
  proposed solution. We must be explicit in
• defining the target customer
• identifying the business need/driver
• determining if there is available budget
• assessing the competitive landscape
• specifying the nature of the proposed solution
  and the derived benefits associated with its
  delivery
• prescribing the time horizon within which the
  business opportunity will be realised.

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Strategic Intent

• Armed with an understanding of the market
  opportunity we can define
• which portion of the market we seek to address
• what message we seek to deliver internally and
  externally
• what our business will look like in 1, 3 or 5
  years (depending on the time horizon for
  opportunity)
• relationship to broader BT and GS strategies.

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Business Model

• For our chosen market and the strategic portion
  we have identified we must then give
  justification to the way in which BT will make
  money. Specifically we should define
• how and when the client will be billed and how
  they should pay BT
• what benefits need to be realised for the client
  to be prepared to pay
• BTs internal and external (eg supplier) costs
  are
• What investments are required in development,
  service infrastructure, sales, marketing etc
• The growth predictions (together with any
  assumptions, areas of risk and demonstration of
  how the revenue/margin growth is linked to growth
  in cost base)
• which BT LOBs will enjoy the revenue/margin.

11
Innovation

• Typically most new propositions will demand some
  form of innovation. This innovation may come in
  various forms (supply chain, process, software
  development, consulting) regardless of which
  domain we should be specific in defining
• whether there is opportunity for asset re-use
  from within BTs existing portfolio (or
  demonstrate that there is no suitable existing
  asset)
• define the nature and timescale of the required
  innovation
• assess likely risks to the innovation
• identify the likely owner of the innovation
  component of the proposition
• identify any unique skills/insight required to
  execute the innovation.

12
Organisation

• Having identified the market opportunity and the
  target market BT seeks to capture (together with
  the business model and required innovation), we
  are now in a position to explore what
  organisational changes are required to execute in
  the market. We should therefore define
• skills required to address the market
  opportunity
• critical dependencies on other parts of BT (eg
  horizontal practice group)
• the long-term product owner
• key stakeholders inside and outside BT
• organisation changes required to be successful.

13
Metrics

• To be successful we must encourage the right type
  of new behaviours to meet the demands of the new
  proposition. This requires that we
• Identify the critical success factors for the
  proposition
• Prescribe appropriate milestones for the emerging
  business
• Give clarity over what new/modified metrics are
  required in the LOBs
• Demonstrate how the metrics are linked to the
  time-horizon for the new proposition (and by
  doing this avoid prematurely applying revenue
  targets for H2-H3 business opportunities).

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Process

• To be successful we must define and agree what
  new processes are required to service the
  creation and support of a new proposition.
  Specifically this will entail
• Creating mechanisms for checking progress against
  the CSFs and milestones
• Defining how the proposition development will be
  managed
• indicating we will work with the GS process to
  pull down investment funds
• outlining the approach we will adopt when we have
  to take/give an asset or proposition to another
  part of BT (handover of software, document,
  service support etc)
• defining we will undertake communications to the
  stakeholders (what will need to be communicated
  and when)
• suggesting how we will undertake follow-up with
  initial customer set to determine impact of
  solution and derived benefits.

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Culture

• We need to be clear in describing what new
  behaviour is required of BT employees to make the
  new proposition successful. Specifically, we
  should undertake to have
• personal commitments from LOB execs that they
  will evangelise the proposition to their teams
  and their managers with appropriate metrics and
  milestones
• reviews with key stakeholders in which
  stakeholders own key deliverables/actions.
• quality time with the stakeholders (breakfast
  meetings are ideal for this) educating them on
  the requirements for their support on the 8 key
  components to the new proposition (Market
  Insight, Strategic Intent, Business Design, etc).
• agreement on the nature time horizons for the
  propositions metrics.

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Proposition maturity
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Strategy framework
biz design
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Q. How can you recognise the pattern of a good
potential strategy and business design?
A. By seeing lots of examples, by understanding
mistakes others have made, by recognising
business issues, by seeing good and bad decisions
played out, knowing failures and successes from
many other businesses.
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Our biggest wow! John Deere Landscapes
Example from How to Grow When Markets Dont
Adrian Slywotzky and Richard Wise
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John Deere

• Suppliers of agricultural equipment (e.g.
  tractors, combined harvester)
• Founded in 1837
• In 1999, had revenues of 9.7bn and profits of
  239m
• Majority of sales were to farms and farmers.
  However, 25 of sales are in the green industry
  (to gardeners and home owners) from their
  Commercial and Consumer Equipment division
• John Deere Credit provides credit for the
  purchase of John Deere equipment
• John Deere Healthcare provides health insurance
  services to John Deere and other companies

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Business challenge

• What problems are they facing what do they have
  to overcome?
• Performance tied to the cyclical agricultural
  economy.
• Market largely stagnant or declining leaving no
  prospect of long term growth
• Cyclical industries put a focus on cost and are
  unwilling to pay a premium for quality - margin
  squeeze is inevitable
• How did they recognise the problem?
• Cyclical profits
• No growth even after aggressive cost cutting and
  efficiency programmes
• How did they approach addressing the problem?
• Looked for value opportunities up and down their
  value chain and in adjacent markets an 18 month
  process

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Strategy - Issues/challenges/changes

• Green industry is higher margin than agriculture
• Total green industry market is 100bn compared to
  20bn for green equipment supply
• Fragmentation of distribution channels between
  suppliers and contractors allows an integrated
  distributor to remove inefficiencies in the value
  chain
• Many green jobs never got completed due to lack
  of client funds

• Create an integrated distribution channel serving
  the entire green industry market
• Provide financing arrangements that can be
  offered to customers clients

• To become the leading integrated supplier to
  green industry contractors in the US

• Brand lowers the cost of customer acquisition
  compared to competitors
• Integrated marketing will reduce costs
• Extending credit to customers clients would
  allow them to take on larger jobs, increasing
  their revenue
• Provide training and design support to customers

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Execution - Issues/challenges/changes

• Create a separate organisation with its own
  process and metrics
• Use separate outlets. Do not reuse the existing
  dealer network
• Acquire regional distributors to accelerate
  growth in the market and gain expertise

• Focus on saving overhead costs
• No metrics on Deere performance (and vice versa)

• Different market needs its own culture, therefore
  the organisation needs to be isolated from Deere
  and have its own control
• Organisation should be Opaque to Deere to avoid
  upsetting existing business

• Uses John Deere processes where appropriate, but
  have processes where these are more appropriate

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Business outcome

• What did they do in the end?
• Created JDL as a distributor of green industry
  products to green industry contractors as a
  separate organisation (2000)
• Acquired McGinnis Farms (2000) and Richton
  International (2001)
• Created a credit financing package through John
  Deere Credit for JDL customers to offer to
  clients (2002)
• What difference did it make?
• JDL is the leading distributor in the green
  industry in the US in its 12 target states
• JDL is starting to generate pull-through business
  to John Deere itself
• How have they been successful?
• In 2005, John Deere had revenues of 21.9bn
  (9.7bn in 1999) and profits of 1.45bn (239m in
  1999) - 225 growth in revenue and 605 growth in
  profits
• JDL is meeting its profitability and ROI targets
• What are the remaining issues/concerns?
• Many stores still need to be updated after the
  take over of Richton International
• What lessons can be taken from this?
• Customers will only give a company money if they
  increase their revenues or remove inefficiencies
  in their processes.
• What is the cash value of a brand and where is in
  the value chain is it realised?
• New markets require new organisations with their
  own metrics, processes and culture

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Greeley Hard Copy, Portable Scanner - A
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Greeley Hard Copy, Portable Scanner - A

• You are Phil Faraci and your challenge is
• to figure out, with the help of Oman, the
  portable team, and the flatbed managers, how to
  make it all work
• Where appropriate analyse the situation by asking
  yourselves the questions in the 8 focus areas
• Recommend what to do
• 3 slides max
• 1 slide on diagnosing state of current business
• 1-2 slides on what to do next
• Hint in 15mins quickly cover all 8 areas and
  identify where the major problems are then focus
  your attention on those areas.

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Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Phil Faraci
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
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Greeley Hard Copy, Portable Scanner - A

• Timekeeper 12.00 RETURN

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Greeley Hard Copy, Portable Scanner - A

• Group findings

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Greeley Hard Copy, Portable Scanner - A

• Findings

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Greeley Hard Copy, Portable Scanner - A

• Target customer group not well defined and what
  focus they have keeps changing

• Given that the other 3 are changing there is no
  hope that BD is clear

• SI is changing over time and nobody has realised
  what is their ambition for portable scanning
  technology???

• Technology base is not fixed

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Execution

• Ownership of opportunity changing
• Movement of execs destabilising development

• GHC judged on H1 which does notencourage H2-3
  investment

• Too strong tech focus (RD knows best)
• Over-reliance on consensus style

• No clear process for approval

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Recommendations

• Organisation give portable scanner initiative a
  dedicated team reporting directly to Faraci with
  a clear exec owner, investment budget, mandate
  and metrics that are distinct from those in
  flatbed team. Do NOT create independent division
  unless it is as part of a group of strategic
  investments/growth initiatives.
• Metrics measure/reward exec owner and team on
• confirming/finalising Market Insight, Strategic
  Intent and Business Design with intent on product
  development
• Development and launch of product.
• Culture/Organisation establish approach for
  managing expectations on nascent Portable
  Scanning business including target market,
  strategy, timing, revenue.
• Process Define and implement processes for H2-3
  product development, involve but bracket
  influential tech groups.

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Greeley Hard Copy, Portable Scanner - B

• You are Phil Faraci and your challenge is
• make a recommendation to John Stedman, the
  business unit manager, about how to ensure that
  the portable initiative his child prodigy
  continued on its path towards success.
• Analyse the situation by asking yourselves the
  questions in the 8 focus areas
• Recommend what to do
• 3 slides max
• 1 slide on diagnosing state of current business
• 1-2 slides on what to do next
• Reading will take 25-30mins

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Greeley Hard Copy, Portable Scanner - B

• Timekeeper 13.45 RETURN

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Greeley Hard Copy, Portable Scanner - B

• Group findings

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Greeley Hard Copy, Portable Scanner - B

• You are Phil Faraci and your challenge is
• make a recommendation to John Stedman, the
  business unit manager, about how to ensure that
  the portable initiative his child prodigy
  continued on its path towards success.
• Analyse the situation by asking yourselves the
  questions in the 8 focus areas
• Recommend what to do
• 3 slides max
• 1 slide on diagnosing state of current business
• 1-2 slides on what to do next
• Reading will take 25-30mins

43
Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Phil Faraci
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
44
Greeley Hard Copy, Portable Scanner - B

• Findings

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Greeley Hard Copy, Portable Scanner - B

• Good market data but late agreement on price
  point (and not good exec buy-in)

• Faraci apparently changing opinion
• Business model not driving thinking
• Insufficient focus on costs

• Faraci apparently changing opinion
• SI implicit but not articulated

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Execution

• Clear ownership/responsibility by Faraci
• Budget issues affecting both (Faraci trying to be
  even handed)

• Faraci allowing H1 impacts on PCC
• GHC judged on flatbeds

• Strong culture of high-performance and innovation

• Process for managing costs not clear

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Recommendations

• Organisation
• Recommend keeping PCC within GHC to avoid
  premature exposure when rough financial period is
  forecast
• Detailed briefing for Stedman in which market
  requirements, pricing and strategy are clear
• Business design
• Undertake review of projected costs
• Request additional sensitivity analysis on
  pricing
• Establish SWAT team to identify funds (eg
  Marketing) for project continuation and
  sensitivity analysis over funding/revenue
  projections
• Culture/Organisation
• Continue programme of education on nascent
  Portable Scanning business including target
  market, strategy, timing, revenue

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Greeley Hard Copy, Portable Scanner - C
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Follow The Pill!
Example from How to Grow When Markets Dont
Adrian Slywotzky and Richard Wise
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Cardinal Health, Inc., has transformed itself
into the undisputed leader of products and
services that improve the quality and efficiency
of care for the entire health care spectrum -
from drug researchers and developers to health
care administrators, pharmacists, nurses,
physicians, and surgeons.
Market focus Health care
History Founded in 1971 by Robert D. Walter
Number of employees more than 55,000 42 reside outside the United States
Annual sales 74.9 billion (Before special items and discontinued operations)
Global reach Business operations on six continents
Status 16 on the Fortune 500
 
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Business challenge

• What problems are they facing what do they have
  to overcome?
• US market double digit revenue growth BUT
• Falling margins due to growing power of customer
  base severe price squeeze
• Commoditisation - lack of differentiation
• Ever more demanding cost efficiencies to stay
  afloat
• Finding investment for growth, RD, shareholder
  dividends
• How did they recognise the problem?
• Market average Gross Margin plummeting from 10
  to 4 in ten years
• Market average Net Margin squeezed to around 1
• No obvious growth path
• How did they approach addressing the problem?
• Realisation that Cardinal was ideally placed to
  view, understand exploit the economics
  challenges emerging in the downstream upstream
  healthcare industry

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Strategy - Issues/challenges/changes

• Market Insight
• Booming Market with growing demand but falling
  margin
• International expansion not viable
• Surveyed Market place and identified Customers
  need to
• control costs
• address internal skill shortage (Hospitals)
• improve antiquated systems processes
  (Hospitals)
• combat rising litigation

• Internal drug distribution management for
  hospital pharmacies

• Business Design
• Service Provision model
• Automated dispensing
• ease of revenue collection
• inhibits competitor entry

• Complete pharmacy management service (currently
  400 hospitals more than all other competitors
  combined

• Automated drugs dispensing for hospitals

• Strategic Intent
• Create value to client by broadening from drug
  distribution to valued partner
• Follow the Pill

• Internal drug distribution management for
  hospital pharmacies

• Inventory control and management

• Innovation
• Exploited value add surrounding Cardinal
  products
• Deployment of Cardinal skills resources within
  the Customers organisation
• Sequence of growth paths downstream vs upstream

• Value add surgical supplies distribution

• Revenue collection system for dispensed drugs

• Secondary use of data collected in the course of
  the above

• Drug formulation testing manufacturing
  packaging

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Execution - Issues/challenges/changes

• Organisation
• Measured sequenced In-organic Growth 60
  acquisitions in 20 years)
• Acquisitions rapidly reshaped to Cardinal fit
• No dedicated corporate unit in charge of growing
  new business
• Incubating new business ideas ring-fenced

• Metrics
• Managers incentivised on H1 and H3 metrics

• Culture
• Ambidextrous Business H1 AND H3
• All have stake in success of growth
• H1 business lines with no H3 ideas frowned upon
• Everyone builds the issue of growth into every
  days decisions

• Process
• Self-reinforcing cycle growth -gt more
  opportunities
• H1 business efficiency enables funding of growth
• Strategic Spending pool of growth investment
  fund
• Investment pool first priority in annual budget
  setting

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Business outcome

• What did they do in the end?
• Exploited deep market knowledge downstream and
  upstream to add value surrounding existing
  products
• Leverage of existing assets
• Judicious and prudent in-organic growth
• What difference did it make?
• Cardinal now dominates automated drugs dispensing
  market with powerful barriers to entry
• Diversification around their centre of expertise
• Development and leverage of higher level
  relationships up downstream
• How have they been successful Period 1991 to
  2001
• 1991 earnings all from distribution In 2001 half
  from distribution rest from new business BUT also
  distribution market share increased from 4 to
  29 in same period
• Compounded annual rate of revenue growth 40
  (double nearest competitor)
• Market value growth run at 49 (double nearest
  competitor)
• What are the remaining issues/concerns?
• How to grow what is now a 50b company to 100b
• Realisation that such growth will require a
  different formula to that used to get to 50b
• What lessons can be taken from this?
• Maintain H1 business healthy seriously
  efficient to help fund new growth
• Incentive for new growth embedded in day-to-day
  culture, process metrics
• Ring-fence Incubating H3 business

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Battle of Jutland/Battle of Skagarrak 1916
57
Nordstrom Employee handbook

• WELCOME TO NORDSTROM
• Were glad to have you with our Company
• Our number one goal is to provide outstanding
  customer service.
• Set both your personal and professional goals
  high.
• We have great confidence in your ability to
  achieve them.
• Nordstrom Rules
• Rule 1 Use your good judgment in all
  situations.
• There will be no additional rules.
• Please feel free to ask your department manager,
  store manager or division general manager any
  question at any time.

58
Charlotte Beers at Ogilvy Mather Wordwide - A
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Charlotte Beers at Ogilvy Mather Wordwide - A

• You are Charlotte Beers and your challenge is
• what course of action in 1994 would provide
  the best stewardship of the Ogilvy brand.
• Analyse the situation by asking yourselves the
  questions in the 8 focus areas
• Recommend what to do
• 3 slides max
• 1 slide on diagnosing state of current business
• 1-2 slides on what to do next
• Hint in 15mins quickly cover all 8 areas and
  identify where the major problems are then focus
  your attention on those areas.

60
Charlotte Beers at Ogilvy Mather Wordwide - A

• Timekeeper 16.15 RETURN

61
Charlotte Beers at Ogilvy Mather Wordwide - A

• You are Charlotte Beers and your challenge is
• what course of action in 1994 would provide
  the best stewardship of the Ogilvy brand.
• Analyse the situation by asking yourselves the
  questions in the 8 focus areas
• Recommend what to do
• 3 slides max
• 2 slides on what is going well/what is going
  badly
• 1 slide on what to do next
• Hint in 15mins quickly cover all 8 areas and
  identify where the major problems are then focus
  your attention on those areas.

62
Charlotte Beers at Ogilvy Mather Wordwide - A

• Group findings

63
Group A Keith Bullock Hans Dirkzwager (Scribe) David Moore Paul Riches Group B Tim Carew Joep de Jong Roy Pinder Mark Lindsay (Scribe) Ros Britton
Group C Pete Fisher Job Habraken Trevor Mitchell Steve McPherson Wendy Ventham (Scribe) Group D
When you come back we will tell which group is
presenting as Charlotte Beers
Scribe document group analysis/recommendations
(uses flipchart or, ideally, brings PC and USB
memory stick) Timekeeper keeps the group on
time and in the right place Presenter presents
the groups findings/recommendations
64
Charlotte Beers at Ogilvy Mather Wordwide - A

• Findings

65
Charlotte Beers at Ogilvy Mather Wordwide - A

• Target business well defined multinational corp
  accounts with brand stewardship issues

• Cost structures need addressing

• Clearly stated To be the agency most valued by
  those who most value brands (etc)

• USP associated with LOCAL interpretation of
  agreed GLOBAL brand stewardship

Summary.actually, at this point they arent too
bad herebut
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Execution

• Retraining/education on BrandPrints needed at
  regional/local level
• Worked examples required for internal confidence
• Over-reliance on small team of execs
• Read the vision again how is this translated
  into organisation??? Not yet achieved and needs
  fixing.

• Exec compensation not aligned with brand focus
  and over-emphasis on regional/country bonus
  needs to be changed to reflect new business focus
• All incentives need to reflect local-central
  interaction/collaboration

• Lack of challenges to each other/current
  activities
• Culture of non-confrontation and low expectations
  needs to be addressed actively challenge
  mediocre behaviour (including customers)

• Process of vision creation not well defined
• Process to support global business structures and
  finance/cost management

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Recommendations

• Metrics
• WCS and regional executives to be compensated on
  brand stewardship activities
• Local offices to be compensated for collaboration
  in WW initiatives
• Milestones for adoption/achievement in Brand
  Stewardship needs to be defined at Global and
  Local levels this will provide basis for
  showing how the vision is being realised
• Culture/Organisation
• Appoint a COO.
• Local teams given confirmation of their value and
  mandate as part of a global brand activity
• Education required and promulgation of
  best-practice for brand stewardship/brandprints
• Process
• Education content/programme required on how to
  engage with clients on Brand Stewardship
  engagements with worked examples
• Ongoing reviews of uptake characterised by
  region/location
• Ongoing review of cost base central and regional

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Charlotte Beers at Ogilvy Mather Wordwide - B
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Charlotte Beers - Update

• WASHINGTON (CNN) -- The mastermind of U.S. public
  diplomacy efforts in the wake of the terrorist
  attacks of September 11, 2001, resigned from her
  State Department post Monday.
• Charlotte Beers, a former top advertising
  executive who joined the department shortly after
  September 11, is leaving shortly "for health
  reasons," Secretary of State Colin Powell said in
  a written statement.
• Another U.S. official told CNN her departure was
  connected to problems she encountered in the job.

Beers, 67, took office to spearhead a public
diplomacy campaign aimed at winning the hearts
and minds of the Muslim world. But she attracted
little praise for her efforts, and was attacked
in the media, by various think tanks and by
members of Congress. U.S. officials also
complained privately that though Beers spent a
lot of money on slickly produced media ads, she
did not understand her target audience
Muslim-majority countries where anti-American
sentiment runs high. "She was failing," the
official said. "She didn't do anything that
worked." Beers, whose title was undersecretary
of state for public diplomacy, acknowledged to a
Senate committee Thursday that her task was
daunting, The Associated Press reported. "The
gap between who we are and how we wish to be
seen, and how we are in fact seen, is
frighteningly wide," Beers told a Senate Foreign
Relations Committee hearing. Beers' "Shared
Values" campaign -- television ads portraying
American Muslims in their daily life -- was
criticized in the few countries it was
introduced. The series was eventually suspended
when several Arab countries refused to broadcast
the ads.
70
GSP Strategy Business Design Masterclass
1Boardroom, Guidion House, Tuesday 17th October
2006
Start End Duration
09.30 09.45 Welcome and objectives - Daron 15 mins
09.45 10.30 Business strategy and design - Daron 45 mins
10.30 10.50 Our biggest wow John Deere 25 mins
10.50 11.00 Introduction to Greeley-A - Daron 5 mins
11.00 12.00 Group work Greeley-A 60 mins
12.00 12.30 Reconvene and present - Daron 30 mins
12.30 13.45 Lunch Group work Greeley-B 75 mins
13.45 14.15 Reconvene and present, Greeley-C - Daron 30 mins
14.15 14.40 Follow the pill Cardinal Health Ted 25 mins
14.40 15.00 Impact of Culture and Introduction to CB_at_OMW-A Daron Ted 20 mins
15.00 15.05 Introduction CB_at_OMW-A Daron 5 mins
15.05 16.15 Group work CB_at_OMW-A 70 mins
16.15 16.45 Reconvene and present Daron 30 mins
16.45 17.00 CB_at_OMW-B 15 mins
17.00 17.30 Summary and conclusions 30 mins
17.30 Close
71
Summary and conclusions
72
Some good general reading

• ISBN
• The Profit Zone 0812933044 Adrian
  Slywotzky
• Profit Patterns 0471979716 Adrian
  Slywotzky
• How To Grow When Markets Don't 0446692700
  Richard Wise, Adrian Slywotzki, Karl Weber
• Adaptive Enterprise 0875848745 Adrian
  Slywotzky
• The Alchemy of Growth 1587990237 Mehrdad
  Baghai, Stephen Coley, David White
• Blink The power of thinking without
  thinking 0141014598 Malcolm Gladwell
• The Wisdom of Crowds 0349117071 J
  Surowiecki

73
You

• What did you experience as you went through the
  exercises?
• What did you learn?
• What would you look for next time?
• What difference could it make to what you are
  doing in your day-to-day business?

74
Summary

• We run a workshop to solicit insight into these 8
  areas to advance the thinking of the business
  owner and highlight any issues.
• It takes us 2-3 days to run the workshop and 2-3
  weeks to follow up on the resulting actions for
  clarification/data/evidence.
• By week 4 we can usually make a recommendation
  to the business on whether/how to progress the
  opportunity.

75
Summary

• A good business owner/manager operates across
  all 8 of these areas and identifies the key
  issues and appropriate resolutions we need to
  bring this clarity of thinking to our work,
  propositions and the other LoBs.