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strategic models Examples and Stories of Strategic Modeling™ Projects


World Class Learning Community Model World Class Learning Community Story The Work of the Enterprise Model The Work of the Enterprise Story Corporate University Process Model Corporate University Process Story Stages of the Entrepreneur Model Stages of the Entrepreneur Story Innovation Portfolio Model Strategic Modeling™ Examples

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Sente Corporation Development Team

Bryan Coffman Jay Smethurst Michael Kaufman December, 1999

Model of a World Class Learning Community The Learner Organizational Learning The Immediate Learning Environment The Expanded Learning Environment Family

Peers New Skills

New Exploration

Finance, Facilities, Infrastructure



Expanded Learning Path (New Methods)


Self-Directed Learning Path

Purpose Arts New Purpose Educators Feedback (Assessment & Evaluation)

Delivering a Partnership: Professional Development Deeper Look at Community Relationships

Strategic Modeling™ Examples

Partnerships in the Community

December, 1999

World Class Learning Community Story

This model of a learning community was developed from a six-hour community visioning session with over 100 parents, teachers, students, administrators, artists and business leaders from Laguna Beach, CA. This learner-centric model combines the required structure of the learning community (the blue components on the left) with the process of learning and exploration (the orange components on the right). The story of this model is that with the proper support and engagement of the various members of the community, the Learner (defined as any member of the community) should be able to continually expand his or her sense of purpose, skill set, and range of exploration. A foundation of finance, facilities and infrastructure should support this approach to learning. Future decisions about the direction of the community, then, should be grounded in this vision of a learning community.

Strategic Modeling™ Examples

December, 1999

The Work of the Enterprise Model Internal Information Gathering

Marketing, Selling and Distributing

Products, Services, Programs

External Environment Scan Scenario Building


Core Processes

Executing Work Dashboards, Measurements Scenarios Simulators

Key Projects Training Internal Structure

External Intelligence Gathering

Internal Information Gathering

Mission & Vision

External Structure & Network

Receivi ng Hiring Negotiating

Strategizing Project Planning

The Work of the Enterprise Model copyright Š 1999, Sente Corporation

Strategic Modeling™ Examples

December, 1999

Work of the Enterprise Story The core process work of the enterprise flows from bottom to top in yellow. The scanning work of the enterprise circumscribes the system in blue. The cybernetics and course correction of the enterprise, including programmed and non-programmed improvement and innovation flows from left to right. Here’s how it works:

Enterprise External Scanning Our enterprises constantly scan what goes on in the environment around them. Some of them do a better job than others. Enterprises are more or less aware of environments (demographic, political, regulatory, etc.) and marketplaces for their products and services. They are also aware of competitors and collaborators (suppliers and strategic partners). They synthesize this awareness into scenarios, or stories--memories of the future--in which they illustrate events that could happen and what their likely responses would be. They then set about to configure themselves to prepare to launch such a response. It’s not a question of whether we build scenarios--we all do it. Rather it’s a question of whether the scenarios we build are based upon information and a process that allows them to create value for the enterprise, or whether they’re built primarily on memories of the past and a gut sense of how the world works.

Enterprise Processes External structures and networks (human or automated), from suppliers and vendors to strategic alliance partners and even competitors provide information, materials and energy to an internal structure that in turn applies these to core processes which are used to create or manufacture the products and services that are marketed and sold to customers. Sometimes the internal structure may be nearly non-existent, other times it may handle most of what an outsourced external network could do. Strategic Modeling™ Examples

This path illustrates most of the daily work of the enterprise, and most of what we spend our time on when we work for an organization.

Enterprise Cybernetics and Planning Information about the quality of the products, the efficiency of the processes, the skill and abilities of the internal structure, and the performance of the external structure is gathered by an information management system and then translated into dashboards--the cybernetic equivalent of feedback. Dashboards show past history and relative fidelity to expected behavior of the system. Information from scenarios represents “future history.” Scenarios are combined with dashboards into simulations which can indicate options for future behavior. These simulations may employ powerful software or they may simply be stories that we tell ourselves about what may happen down the road. When the results of the simulation are compared with mission (who we are) and vision (what we want to be), a strategy can be formulated. Either the vision is brought into line with the simulation (in the case of a target of opportunity or fundamental shift in the business environment) or changes in the current work of the enterprise need to be made. In either case, once the strategies are determined, they are translated into key projects (new product lines, process improvement, innovation, training, negotiating with new suppliers, etc.). These key projects must then be managed. Our time and our organizations must be configured to support each of these three types of work. We must spend time and resources on executing processes, scanning the environment, and planning. The manner in which we do this is influenced by the values, skills and style of culture that we practice. December, 1999

Corporate University Process Model Corporate University Core Process Backbone

design event

1 Manage

Manage Long Term Term Long Relationships Relationships


Education Program Development Core Process

Discover the Challenge

2 Leverage

“learning all the time” Design the Intervention Event

Leverage Knowledge Knowledge Prospecting and Sales


Conceptualize Conceptualize Feedback/ Measurement

Collaboration Core Process Conduct facilitate event the Walk-thru

4 Customize


Specific Request Assessment/ Benchmark

Alliance Building

In-House Off The Shelf

Conceptualize The Approach Proactive and Real Time Internal and External Research

Facilitate and Navigate

Custom Designed

3rd Party Programs/ Capabilities

Develop/ Build Product/ Service

Store Inhouse Programs


implement solution Support Project Management

Create Products generate and product Projects

Deliver and and Deliver Continue Continue Relationship Relationship

Administration Invoicing Facilities Logistics Scheduling

Results Mgmt

Deliver Facilitate Train Educate Publish

Log 3rd Party Results

Strategic Modeling™ Examples

December, 1999

Corporate University Process Story

This process model of a new corporate university synthesizes several different process models that members of the design team had developed. This model maps the process for group collaboration alongside the process for developing more traditional educational programs. The central “backbone” process provides a framework in which both collaboration and traditional education can be seen as one service offering. The insight generated by this model was that all of the university’s work should be subjected to a design process to customize services to the needs of different internal customers. The lower half of the model explains step by step how customization can occur. (Note: the text has been reduced to illegibility for reasons of confidentiality.)

Strategic Modeling™ Examples

December, 1999

Stages of the Entrepreneur Model “Stop working at your company and start working on your company” Create the Opportunity

Shedding & Delegating

Questions & Assessment

Learn to Trust


Learn / Build

Creation of New Role


Technician / Worker Leader Unconscious Unconscious Incompetence Incompetence Acknowledge Strengths & Weaknesses

Conscious Conscious Incompetence Incompetence Develop Systems

Conscious Conscious Competence Competence Let Go

Unconscious Unconscious Competence Competence Mentor Back

Transformation of Entrepreneur’s Role copyright © 1999, Sente Corporation

Strategic Modeling™ Examples

December, 1999

Stages of the Entrepreneur Story This model makes the invisible visible by codifying the experience of a large group of entrepreneurs. By mapping the different roles that entrepreneurs played through the growth of their companies, the model helps new entrepreneurs understand what lies ahead including moments of personal transformation, and key decision points. An entrepreneur plays four basic roles in the company: creator, leader, technician and manager. The creator and leader roles start the company, but the role of the technician quickly becomes dominant - in a small company, frequently the entrepreneur herself in the primary deliverer of the product or service. With some success, however, the entrepreneur must shift to the role of manager, delegating authority and instituting systems to allow the organization to run smoothly. At this point, the entrepreneur must shift vantage point, from working for the company to working on the company. Finally, the entrepreneur must define a new role for herself, and should mentor other aspiring entrepreneurs. This process is also embodied in a four-stage transition in the very nature of the work experience: from the Unconscious Incompetent, to the Conscious Incompetent, to the Conscious Competent, to finally the Unconscious Competent. Strategic Modeling™ Examples

December, 1999

Innovation Portfolio Model Portfolio of Businesses Portfolio of Ventures Portfolio of Experiments

Large Scale Management

Portfolio of Ideas

Entrepreneurial Management Risk Curve

Degree of Investment

Degree of Controls

Number of Projects

Strategic Modeling™ Examples

December, 1999


Contents: World Class Learning Community Model 2 World Class Learning Community Story 3 The Work of the Enterprise Model 4 The Work of the E...

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