cognoise

Strategy as a narrative

A version of this post was delivered as a talk last week at a NASSCOM event for a few GIC leaders looking to drive innovation.

Fundamental questions around innovation are

      1. Scouting: What is the idea and how are we getting those ideas? Primarily it is about listening to ideas that are being tabled, presented or being talked about wherever and whenever.
      2. Investing: What is my next action after listening to the idea? Once you hear an idea, if it does not give raise to a “next action” there is very little chance for impact, even if it means just forwarding the email with a note and a presentation. Managers and leaders may choose to ignore an idea right in the inbox or kill it with many of those familiar techniques like death by delay or details. Point is there has to be a set of things that need to happen to the ideas that surface up, and of course lots of ideas surface up, and your capital, time and attention is very limited so you choose to do stuff only with very less number of ideas. When we say to do limited set of things the immediately “is this a process” comes to mind, but really it should be seen as a ritual, that whatever be the idea, your way to act has to kick in. It is generally never the same across 2 departments, I have seen in my company how, Finance is able to go live on ideas with a much lower management support, whereas marketing never goes live without a SVP approval.
      1. Testing:  What the world did about such ideas? Testing ideas at scale is a capability, it is easy for online or mobile; .com experiments are cheaper to run than  most other channels. MVP and lead user feedbacks are most important aspects to find if the idea is worth its salt, and if it can actually create the impact it claims. If the business decides to simply follow quickly rather than lead, testing of high capex technology can actually be delegated to competition that is raring/daring to lead.

Even if you understood how to scout, invest and test ideas, unless you are able to play to the current and historic narratives of the company, it will be very difficult to navigate structures and influence people to create the impact.

Enter strategy as a narrative

  1. If you take corporate and the CFO function, priority is given to investors where the narrative revolves around capex and return on investment, growth and these tend to be driven from the planning function that benchmarks against existing peer/competition. Specifically ROIC and EPS is set on the long range plans that can all be seen with a simple Reuters.com query.
  2. If you take customers as priority, you would account for specific trends for example shifting of shopping online and mobile (both experience and transaction), growth of subscriptions for everyday goods, willingness to pay for same day service, assuming free shipping and returns is affecting our business. Narratives here will be around who the customer is, why certain behavior change will profoundly affect the way of conducting business, how can business continue to provide the same level of experience and service across channels to the customer.
  3. Whereas a business pyramid may be interested in specific outcomes and ways (processes/technologies/partnerships) to achieve those. For example a supply chain or distribution narrative can range across the entire logistics ranging from sourcing countries to last mile delivery convenience to customers or a merchandising narrative cutting across the entire life cycle of the product (like partnership – product placement – price), while a marketing narrative may just focus on branding and advertisement and mode of delivery.

All of the above can be affected profoundly by technology changes, as Brian Arthur (who wrote The Nature of Technology: What It Is and How It Evolves and advises companies like Google), makes a claim that technology changes brings forward need and further another set of technologies, and an easy analogy could be with the invention of automobile leading to all sorts of technologies across, oil refining technologies, road technologies like highway networks, signal systems, systems like satelite mapping, and now we get real time traffic information on mobile etc. In and of itself, where narratives shift rapidly and has to be made sense with any of the stakeholder outcomes above.

Finally I want to talk about how technology investments are shifting to business functions rather than the IT department. This can simply be seen by growth of budgetary provisions in your company technology and other business. For example out marketing department budget will be easily more than 7 times that of IT department budget. And Marketing do spend a large chunk of these investments in technology.

To be part of any narrative or a broad objective involves engagement with HQ and this is usually achieved by getting a seat at the table, and then building your way across to both receive and transmit signals to the General’s ear. Usually General’s hold cheque books and veto powers. I am not claiming in anyway that this is the only way to do it. For example when Jeff Bezos sends a note to country heads on India as a priority for the year and it means there is a support guarantee from apex leadership that can be summoned when needed.

Another way to achieve the same objective is to set standard processes for say estimating effort, quantifying impact, requesting resource etc.

So being open to work and play with a broad set of narratives that keep changing as needs, approaches, technologies change and the speed at which we can do this sitting in a far off location and scaling the way in which we listen and respond, largely will determine the future, including your very existence.

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books, f.art, somedaymaybe

Panchatantra in VUE

Fable sets like Panchatantra are best performed with music and in the local language and a conducive setting. My intent is to recreate it with plain visuals, in VUE. All in all the exercise was satisfying, and I am happy with the outcome. Layers of narrative arising from the frame story, the complications of characterization and continuity becomes visible when done this way. The aim was not to give away stories which I strongly recommend for reading or hearing. I am not one to steal the thrill of hearing a good fable first hand, but rather to see how the fable will move from one to other in a map. I feel the use such a visual is only as an aid to performance. Click the image to see a larger version.

Panchatantra Book 4 Loss of Gains

Panchatantra Book 4 Loss of Gains

Loss of Gains is the smallest of the books in Panchatantra, I will need a long holiday to do the others where the number of layers are far higher than this. #somedaymaybe…

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cognoise

2 Research Proposals Submitted

Rolling Up Stories for Decision Making

What is the problem you want to research?

Experiences of individuals and groups within organizations become persistent within cultures in the form of narratives. These narratives augment business intelligence to decision making in several contexts including mergers and acquisitions, strategy making, work process changes, employee engagement, and investments among many other possibilities. Narratives are generally not fully formed, take multiple forms and signified differently by people.

This research seeks to develop methods for narrative listening, collecting, representing for specific decision making needs.

Why is it of interest? For whom?

Complexity science offers the necessary theoretical background, and there are open source methods already developed for such purposes that can be applied. This is of significant interest to industry as more and more independence is given to employees delivering work products in a distributed fashion. Industry’s ability to use the narratives for decision making has to be scalable and provide foresight (not hindsight)

Utility of the research will be for internal business management including R&D, HR and Management

By knowing this, who will this affect?

· Management, Employees and Stakeholders

Organization structure changes and Business outcomes

What is the problem you want to research?

Every organization undergoes periodic reorganization, involving hierarchical and portfolio changes. Intent behind such changes is better internal operations or market alignment leading to better value to the shareholder. Assumptions of an exact correlation between cause (Organization structure changes) and effect (business impact) are not systematically correlated. Once a correlation is made, management can use the framework to propose future changes and predict business impact of a change.

Why is it of interest? For whom?

Changes are frequent and impact of a change is not closely monitored. Questions that this research hopes to answer are

1. Can business impact be measured clearly? Even fuzzy terms like customer happiness, employee job satisfaction, shareholder value?

2. Can organization changes be quantified?

Cost Benefit Analysis ranging from

· Cost of reporting structure changes in systems

· Creation/adoption/training needs on working with the new structure

· Actual impact on business outcomes

These call for quantitative primary research across industries and size of organizations.

By knowing this, who will this affect?

· Leadership/Management teams

· Shareholder

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cognoise

To Indianise a Cartoon, please dont

I saw 2 curious editorials about importing Archie to India in Point Counterpoint in Times yesterday.

If I were to take sides, mine will be on the side of not trying to Indianise anything.

Simply because of the variety and colours that India offers, cannot do justice on any “Indianise” process however clever.

Secondly my personal experience with 2 of my kids with Cindrella, which they just don’t relate.

While fables are most easily transferable across cultures, (see how Panchatantra got the reach and derivatives across cultures)

stereotype transfers (like this Archie transfer) from another culture will fail to convey anything or even be mildly entertaining.

Archie will be in for a rude shock in India…

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cognoise

Using Expertise Survey

I have recently participated in a survey on how expertise is leveraged and managed in organisations. This is part of an open research project where the results of the research are made available to the KM community as they are finalised. The project blog is at http://usingexpertise.blogspot.com, and there is also a wiki showing the outcomes of project workshops at http://usingexpertise.wikispaces.com

If you have time to complete the survey as well, please do add your perspective. The survey is at http://tinyurl.com/expertisesurvey, and when you have completed it, you will see the results of the survey collected so far.

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