1. THE DA VINCI INTEGRATED TIPS MODEL TECHNOLOGY TOP 100 RESEARCH

2. TIPS Holism : Hypercompetition

4. Profits and value returns TIPS Holism : Hypercompetition

5. Speed to market Response to changes New world flexibility Profits and value returns TIPS Holism : Hypercompetition

6. Speed to market Response to changes New world flexibility Profits and value returns Costs of Incentives and variable pay

7. TIPS Holism : Hypercompetition Speed to market Response to changes New world flexibility Profits and value returns Costs of Incentives and variable pay Creative motivation & people retention

8. TIPS Holism : Hypercompetition Speed to market Response to changes New world flexibility Profits and value returns Costs of Incentives and variable pay Creative motivation & people retention Skills in place Matching new technology skill needs Developing from within Cost of up- skilling Hypercompetition = Synthesis + Synovation + JVs and Alliances

9. CONTRIBUTION TO ORGANISATIONAL ECOLOGY MAKING A DIFFERENCE TO COMMUNITIES Environmental EE, B-BBEE, Job Creation, PPP TIPS Final Focus : Sustainability SUSTAINABILITY S S

10. Ackoff Centre for Design Thinking ORGANISATIONAL REDESIGN THROUGH SYSTEMS AND DESIGN THINKING

11. Unintended Consequences Working for water – Eucalyptus trees Bread wrapper – biodegradable The TOYOTA Catastrophe What really did take place? Complacency? Arrogance? Complexity? Western style of management? FAILURE TO UNDERSTAND THE SYSTEM

12. Counter-intuitiveness Actions which are intended to produce a desired outcome may in fact generate opposite results The Welfare System in South Africa was meant to alleviate hardships for the deprived Counter-intuitively it has attracted poor families to the region. It has reduced the incentive to work

13. THE FAILURE OF CONVENTIONAL WISDOM SETTING THE SCENE THE REALTIES FACING THE MODERN WORLD

14. Crisis of Understanding (Carlsson) It is not Clear Which Activities are Relevant? It is not Certain How or to What Extent these Activities are Interdependent The Environment to a Manager Appears to be Ill- structured, dynamic and uncertain

15. Characteristics - Wicked Problems Solutions Are Not True-or- False, But Better Or Worse Have No Stopping Rules No Definite Formulation You Don’t Understand The Problem Until You Have Developed A Solution WICKED PROBLEMS Planner Has No Right to Be Wrong

16. Part of the Pain  Part of the pain is a misunderstanding of the nature of the problems at hand.  More precisely, the pain is caused by working on a special class of problems – wicked problems – with thinking tools, and methods that are useful only for simpler (“tame”) problems. Jeff Conklin, Ph.D.

17. Traditional Wisdom For Solving Complex Problems: THE WATERFALL (Jeff Conklin). Problem Solution Time Gather Data Analyze Data Formulate Solution Implement Solution LINEAR

18. The Black Swan BELIEF THAT THE WORLD BEHAVES AS A BELL CURVE unexpectedunexpected can be predicted by extrapolating from variations in statistics

19. The Hard Questions? Why with all the sophisticated forecasting and planning processes did the world not predict the global economic fall out? We suggest that the reason for this lies in the planning processes which are based on FORECASTING, AND ANALYSIS. THE REALITY IS THAT THE WORLD AS WE NOW UNDERSTAND IT IS AWASH WITH WICKED PROBLEMS

20. Dealing With Wicked Problems  The bottom line is that you cannot solve wicked problems – you can only dissolve such problems  Dissolution can only be achieved through re-designing the system  Re-design can only be achieved through an understanding of social systems

21. What Is A System? A system is a construct that the designer creates by assembling interacting parts of the world ( either concrete or abstract) for the purpose of design. This assemblage must satisfy two conditions : The assemblage must exhibit emerging properties that are not exhibited by any of its parts and will somehow be diminished if any of the parts is removed; Each part must be interacting with at least one other part.

22. Social System Thinking  In a system problem the performance of the whole is derived from the interactions of the parts.  A system problem cannot be solved by focusing on independent parts.  The parts do NOT always perform in ways that are expected.

23. Social Systems

24. Understanding the “bigger system” – i.e. our external environments, our strategic aspirations & positioning within this context and designing & implementing an agile business foundation for executing against strategy.

25. Systems Thinking – A Perspective It is all about moving from the “either/or” To the “both/and” Differences between holistic and reductionist thinking (East and West) Breaking down Problem into Simplest parts Taking multiple Partial views Simplifies by A downward movement An upward movement Approach Characterized by Reducing problem Into smaller and Smaller parts Investigating the problem’s environment Issue tackled by AnalyticSystemic Method Reductionist Thinking Holistic Thinking

26. DESIGN THINKING CREATING THE CORPORATE FUTURE

27. Design Thinking Gives stakeholders an opportunity to create their own future. Allows for multiple perspectives to be brought to bear on decisions. This creates consensus around the vision, enriches the process, and generates buy-in from participants.

28. Design Thinking Approach The Design Thinking eliminates the need for forecasting. It seeks to identify assumptions in the strategy and to frame them as possibilities.

29. Evolution of Our Process DESIGN FOR DESIGN WITH DESIGN BY

30. Interactive Planning INTERACTIVE PLANNING MESS FORMULATION IDEALISED DESIGN IN MOST CASES THE CEO DOES NOT PARTICIPATE IN THE INITIAL STAGES OF THE PROCESS

31. UNDERSTANDING THE CURRENT REALITY THE MESS FORMULATION

32. Stakeholder View of the Organisation Contextual Environment Operating Environment Structure Culture Competencies Resources Transactional Environment Trade Association Regulators Union/ employees Competitors CreditorsSuppliers Customers Communities Shareholders Economic Forces Ecological Forces Socio- cultural Forces Technological Forces Political Forces

33. Reference Projection: Income

34. Reporting the Mess Our guys + B Fantastic. Terrific. NFW! JF Winning Stage 2 EASY PR SMc Let’s not worry Fleck! Appian Oh yeah !

35. THE DESIGN CHALLENGE THE IDEALISED DESIGN PROCESS WHICH IS CONDUCTED IN PARALLEL WITH THE MESS FORMULATION TEAM

36. Designing a System  Idealised design is the best known way of designing or redesigning a system  The effectiveness of the process is highly dependent upon the composition of the design team

37. Idealised Design BEGINS WITH THE ASSUMPTION THAT THE SYSTEM INVOLVED WAS DESTROYED LAST NIGHT BUT ITS ENVIRONMENTAL REMAINS AS IS

38. An Idealised Design IS THAT DESIGN ONE WOULD HAVE RIGHT NOW IF ONE COULD HAVE WHATEVER DESIGN ONE WANTED

39. Idealised Design AN IDEALISED DESIGN IS SUBJECT TO THE FOLLOWING CONSTRAINTS It Must Be Technologically Feasible And Operationally Viable

40. Idealised Design IN ADDITION IT SHOULD BE READY, WILLING, AND ABLE TO CHANGE ITSELF AND BE CHANGED That Is, It Must Be Capable Of Learning And Adaptation

41. Idealised Design THEREFORE, THE PRODUCT OF AN IDEALIZED DESIGN IS NEITHER IDEAL NOR UTOPIAN Because It Is Capable Of Being Improved, Hence Is Not Perfect

42. Planning - Idealised Design PLANNING BASED ON A VISION OBTAINED BY IDEALISED DESIGN (INTERACTIVE PLANNING) Works Backwards From Where One Wants To Be Right Now To Where One Is

43. Design Thinking  Design Thinking is NOT A 3-day break away in the bush when the executive and the board develop a strategy. It is process which requires commitment and time

44. Who Uses Design Thinking?