Testing your Business Models, Strategy & Innovation Capabilities
The "Disruptometer Quick Assessment"
1. Simply select your best fit from reading the statements next to the 5 emojis across the Adaptoscale. You wont find any so called "Level 7 Best Practice/Process" or Linear Maturity Index Scores here. Both do not represent very well how People or Organisations actually Inspect, Adopt, Adapt, Learn, Develop and Grow, first seeing a dip in performance, before becoming quickly performant at the next level via a J, S Curve or Snakes & Ladders Board nor trap you into rigid, less Lean, less Agile principled, adaptable, flexible & responsive Practice
2. the Paper - Understanding the Types of Innovation, their Impacts & Consequences on Disruption
3. Go to the Results Secti0n below, reveal your results & Follow the Links to see some Suggested, Actionable Next Steps you might take to become more Adaptable, Flexible & Resilent as an Organisation
3 = Treading Water, Going Down with the Titanic
2 = Fighting the Good Fight, Losing the Battle by pushing BAU/Status Quo?
1 = Denying, Blocking, Resisting Change?
4 - Right Mid - Emerging, Evolving & Converging
5 = Internal Disrupters, Waving off Competitors,
Setting Trends, Are the Market Events
Results
These give you an quick indication of your Likelihood/Probability of being Disrupted, the Severity of the Impact based on the strength of your Business's Capabilities & Competency to Ideate, Test, Learn & Experiment, to have the right Strategy behind your Business Models & uncovers strengths & weakness in your Lean Portfolio, Value Stream & Innovation Management practices that allow you to Sense, Feel, Respond to Markets, evolve offerings, adapting them to Customers Needs, Wants, Desires & Unknown Satisfiers to delight them.
1 = Denying, Blocking, Resisting Constant Exponential Change? Your Highly Likely to be Disrupted by all Types of Innovation that will have High Impact on your Now, Next & Future, because in your scenario – your Losing Money/Share of Wallet/Market, Churning and spending more on Customer Acquisition, than Retention, Doing Little to Nothing to Value Add like Next Best Offers or Bundle Offerings across CLT. Not Innovating, but suffering from Corporate Theatre, Going To Market each year with the same “winning” catalogue, just a bit more expensive, hoping again to Milk the Cash Cows, by pulling back, Protecting the Core, riding it out, until/if interests rise/peak again using up limited reserves. Suggested Actionable Steps • Conduct a Business or Enterprise Agility Assessment – base line your Adaptiveness, Responsiveness, Speed to Market & Time to Value • Assess & Review your Product Management Capability - from Discovery, Testing, Development, Delivery, & Optimisation across releases • Conduct a Change Readiness Assessment – Try to get buy in from your Board, C Suite, Leadership that you have a Business & Enterprise Agility Challenge to solve • Conduct an Enterprise Agility Workshop – To understand it, to compare yourself to others, start the envisioning process to becoming a Lean, Agile, Responsive Learning Org.
2 = Fighting the Good Fight, Losing the Battle by pushing BAU/Status Quo? Your More than Likely to be Disrupted by all Types of Innovation that will have Medium/High Impact on your Now, Next & Future, because in your scenario – you’re only doing the minimum set Annual Releases of Net New Market Offerings or Service Experiences by adjusting/increasing the Price each year and not even looking to counter by evolving/revolutionising Operations, Business, Mission & Value Models, as inward, divergent, even untouchable thinking/opinions are prevalent, contrary to customers, markets, and stakeholders? Suggested Actionable Steps • Conduct a Review of your Business and Operating Models – adopting, adapting Lean, Agile,DevOps and the Enterprise Agility Way of Thinking • Review the position of IT in the Org – are they a catalyst for agility, or are they bimodal and a cost centre? • Investigate how you can get Sales, Marketing, Finance, Procurement & Supply Chain to be more Lean Thinking, Agile in their practices and focused on driving Valuable Outcomes for Customers & the Business • Consider the Organisational Design, Structure, Culture & Capabilities and Competencies you have – are they Future Ready, Future Fit – do have a Product Op Model and a VMO or a Stop Start, Change Fatigued Workforce
3 = Treading Water, Going Down with the Titanic It’s Too Late, there in no next or future - your Disrupted – your Death from Stock Exchanges is imminent and/or Your Out of Business very, very Soonish because in your scenario - your Failures in Business Strategy, Operations, Innovation and Managing the Flow of Value have succumbed you to the VUCA, BANI and Disruption. Challengers & New Players with New Value Propositions & Digital First Operations, Business & Value Models have displaced you entirely from markets because you sat incubating, keeping things hidden from public awareness in our Skunk Works, ready to drop a big blow, but stagnated waiting for Sales, Marketing, and Finance to support Operations going to Market Faster, Smarter, Sooner, Safer, but,...the administrators are in trying to rescue you with a capital injection as a going concern as the best outcome/outlook. Suggested Actionable Steps • Seek a capital investment to do a wholesale, end to end root and branch restructure of your organisation as well as it value generating capabilities – to rebrand, relaunch • Consider a M&A, where you are the buyer/or seller, merging and carving out what’s left - that maybe better than going out of business, giving you a chance at reinvention, reimagining the shape, style of the business and the value you should be flowing into customers and the business • Work with Leadership, Business and Enterprise Agility Coaches to thoroughly retrospect & introspect why what happened, how & the lessons to not follow again – failing as fast as you can to not fail forward ever again as Directors of a company
4 - Right Mid - Emerging, Evolving & Converging Your Unlikely, but Insignificant - Severe Impact, is still possible from the Disruption process by all Types of Innovation that will have Low/Medium Impact on your Now, Next & Future, because in your scenario – your feeling Disruptive Forces at play, but you are Mitigating & Navigating them Flexibly with Scaled Lean, Agile, DevOps +++ adding value, converging offerings, building and applying Product, Solution, Service & Portfolio Management Capabilities & Competency, Accelerating our Product Market fit, penetrating deeper into our Digital Natives, Unicorns, Scale Ups spaces, to be bang on the Market & Customer Needs to grow, & scale, despite the noise, hype, doom & gloom of disruption, giving us a solid now, next & future. Suggested Actionable Steps • Keep in check, that you scale up in slices of capability & competency first, before scaling out – managing stability with agility, and not adding costs that don’t create/add value just to have more teams. • Use Coaching to evolve all Non - IT parts fo the business to think, be and do more Lean, Agile, Value based practises – your only as adaptable a your least adaptable team, unit or function • Leverage and exploit your VMO’s LACE – to coach Continuous Everything – Discovery, Design, Creation, Development, Delivery, Improvement so there is no stop start, current, future states, completed goals – just a never ending pursuit of perfection, knowing you’ll never get there, but expecting high performance, motivates the talent, attracts talent, and grabs the attention of investors, shareholders and others, that you have a future • Keep emerging & evolving your Enterprise Architecture, Business’ Architecture, Technical Architectures - to be ahead of the Business Needs, Wants & Desires, so its Talent has Self Service access to Use and Burn XaaS enabling tooling, not having to request it – unleashing your talent to do things differently, explore new things, drive the pursuits of value, focus on more humanistic side of running/exploiting and growing/exploring the business as a role/skills based org, not a job based one. • Properly assure that your Organisational Design, Structure is Lean, Agile, Value and Flow Based – its time to embed, double down on making the Cultural DNA different to before, so that all the dots are connected, all the capabilities are ticked off the EA Blueprint and they are well practiced e.g. we are competent as proven by our role-based assessments & business outcomes/OKRs/Targets being meet or exceeded. • It’s Probably a great time to validate yourself as an Lean Agile Organisation – consider undertaking an Assessment & Certification process such as the Business Agility Institutes to celebrate an achievement of moving from a Traditional Company – to a recognised, certificated Lean Agile One, displaying it in your Reception and making some noise in trade and general media channels.
5 = Internal Disrupters, Waving off Competitors, Setting Trends, Are the Market Events Your Highly Rarely to be Disrupted, Always On, Always Innovative, Always Responding with New Stuff Customers Pull from you & there is only a Insignificant/Minor Impact on your Now, Next & Future, because in your scenario - you are killing it, you are Revolutionaries, Rethinking & Creating New Markets, Categories, regular doing NPD and shipping to market, creating waves, ripples of excitement with Kano Analysis, surprising & delighting, with more value & value adding through our optimized Value Streams & Lean Portfolios of Portfolios reducing costs so we can do more through learning rapidly, testing, pivoting, persevering as a Lean Agile, Resilient, Adaptable & Flexible Organisation. Suggested Actionable Steps • Maintain the stickiness/success – don’t be tempted to remove Business, Leadership, Enterprise Agility or other Coaches as they are the ones stopping the quick regression to old habits, unlearning the new habits, and going back to old ways – they are your chocks and anchors • Maintain Momentum – Use your LACE, CoEs, CoPs to host regular workplace learning events, activities, labs, dojos with partners, alliances etc in your ecosystem • Ruthlessly Remove any Talent, Policies, Procedures, Processes still remaining that don’t allow Adaptability, Flexibility, generate Value, only create Waste and don’t enhance the Generative, Innovative, Growth & High-Performance Culture now established/embedded • Speak Lean, Speak Agile, Speak Value – do not let your guard down – what you say, equals what you do and think – keep up the language, keep up the capabilities, keep up the competencies and the business outcomes will follow – regress at your peril