Normann’s Reframing Process and the strategy lab process Dr. Fredrik Lavén fredrik.laven@handels.gu.se Researcher at the Department of Business Administration and GRI Management Consultant at NormannPartners Fredrik Lavén 2011-11-09
What business should we The reframing process Opening and distancing phase Closing and focusing phase What business are we in? Who are we? What business could we be in? Who could we be? What business should we be in? Who should we be? (Source: Normann, 2001) Fredrik Lavén 2011-11-09
The crane – a tool for reframing business Level of system logic The tacit Analysis of contextual domains, customers & invaders S1 S2 S3 S4 Vision Business idea Strategy Action plan Historical search for driving forces and distinctive competences Conceptual past future (Source: Normann, 2001) Fredrik Lavén 2011-11-09
The crane – a tool for reframing business Level of system logic The tacit Analysis of contextual domains, customers & invaders S1 S2 S3 S4 Vision Business idea Strategy Action plan Historical search for driving forces and distinctive competences Conceptual past future (Source: Normann, 2001) Fredrik Lavén 2011-11-09
Historical driving forces and what we are Exploring business ideas and distinctive competences (both in company and in business system) Historical search for driving forces that have shaped the present – what have been key events and factors and how are they related? Fredrik Lavén 2011-11-09
The crane – a tool for reframing business Level of system logic The tacit Analysis of contextual domains, customers & invaders S1 S2 S3 S4 Vision Business idea Strategy Action plan Historical search for driving forces and distinctive competences Conceptual past future (Source: Normann, 2001) Fredrik Lavén 2011-11-09
Upframing Exploring the wider business system – what are the key inputs? What are the key value creating process in the customer context of use? What does the value constellation look like? Who are the dominant players, innovators, and invadors? And what do they do? Fredrik Lavén 2011-11-09
Changes in the contextual environment Economic development and globalization New technologies Changing demographics and social values Geopolitical shifts Environment and climate Regulation and legislation Exploring how does this affect customers, competitors and collaborating partners, and what opportunities and threats does this have? Fredrik Lavén 2011-11-09
2011-11-09 Fredrik Lavén
The crane – a tool for reframing business Level of system logic The tacit Analysis of contextual domains, customers & invaders S1 S2 S3 S4 Vision Business idea Strategy Action plan Historical search for driving forces and distinctive competences Conceptual past future (Source: Normann, 2001) Fredrik Lavén 2011-11-09
The strategy labs SL1: Entering the lab, forming groups, beginning work SL2: Who we are (competences, business idea and historical drivers of change SL3: Upframing (mapping value constellations, analyzing customers, dominant actors, innovators, invadors, etc.) SL4: Scenarios (scenario planning and exploring drivers of change and their strategic implications) SL5: Literature seminar (reading is necessesary for learning and inspiration) SL6: Drafting strategies (presenting first strategic recommendations based on analysis, discussing draft reports) SL7: Final presentation (to an imagined client) Fredrik Lavén 2011-11-09
The crane – a tool for reframing business Level of system logic The tacit SL 3 Upframing SL 4 Scenarios Analysis of contextual domains, customers & invaders S1 S2 S3 S4 Vision Business idea Strategy Action plan SL 6 Drafting strategy Historical search for driving forces and distinctive competences SL 2 Who we are Conceptual past future (Source: Normann, 2001) Fredrik Lavén 2011-11-09