Results tagged “strategy” from Trends in the Living Networks

I am just back from Phuket in Thailand where I facilitated the offsite session of the top 120 executives of a major professional services firm in Asia. This is staple work for me. My role at these kind of events ranges from delivering a keynote presentation that brings forcibly home the key themes of the event, for example change or innovation, to in some cases designing and facilitating the entire event, particularly when it is focused on strategy development.

While executive offsite sessions are common to business around the world, there are a few specific dynamics to take into account for organizers of retreats in Asia.

Diversity
Asian countries, economies, and cultures are far more diverse than those, for example, in Europe. There are often different priority strategic issues across country operations, and management structures need to vary between operations. Offsite objectives and structure should reflect that.

When I wrote my recent article Creating the Future of Media: 4 Driving Forces, 4 Strategic Issues, 4 Essential Capabilities for Media Titles magazine, they kindly offered Future Exploration Network a full page ad in the magazine.

The ad provides a nice overview of our current work with media organizations that are having to develop and implement strategies on the fly as the industry landscape shifts.

Click on the ad image for a larger version, or the key offerings are described below. If you're interested in finding out more, some of the strategy tools we think are particularly useful in the current environment are described in our Future of Media: Strategy Tools framework.

And one more! ...continuing our series of translations of Social Media Strategy Framework, today we are launching the Korean edition.

See the original post for the full overview of the Social Media Strategy Framework in English and compilation of the framework in 11 different languages.

Click on image to download pdf

Please share this with any Korean speakers who would be interested.

Also be sure to let me know if you can suggest any improvements to the translation.

Last week I gave the opening keynote at IPZ2009 Interactive Marketing Summit in Istanbul. Here are my slides for my keynote on the Future of Interactive Marketing.

It was a fantastic event, the fourth annual IPZ conference organized by Günseli Özen Ocakoğlu and Hakan Senbir of Marketing & Management Institute, which publishes a range of leading magazines including Marketing Türkiye.

In preparing for my keynote and during my visit I discovered many fascinating things I did not know about the Turkish online market. It is in fact one of the hottest and fastest-growing Internet markets in the world.

As it happens I have a very deep interest in language-defined online markets, such as Japanese, Chinese, French, Portuguese, Italian, and Korean. Each of these markets – some within national borders and others spanning countries – has very different characteristics across all facets including which types of social media are used, which are dominant players, and the most successful business models. I have written about this before in the context of blogging languages and global media strategies, and will be doing further analysis of country markets soon.

Here are five facts that illustrate how exciting the Turkish online market is.

1. Turkey is the third largest country in the world on Facebook


Source: CheckFacebook

Coming from almost nothing two years ago, Turkey now has close to 14 million Facebook users, overtaking France and Canada earlier this year to be the third largest country on Facebook after the US and UK. Facebook does not dominate social networking in other high population countries such as Brazil, Russia and Japan, so Turkey with a population of 72 million and a very rapid uptake of online services ranks close to the top of the list.

Today we are releasing our next major report, which distils - through unattributed verbatim quotes - what senior executives REALLY think about social networks inside organizations.

Future Exploration Network created the report for IBM, hosting a select group of top executives at a Roundtable discussion, and capturing the key talking points from the conversations.

Download the Executive Insights into Enterprise Social Networking Strategy report.

I usually don’t put press releases on my blog, but the one we released this morning gives a good summary of the report:

For immediate release: 20 November 2008

Australian senior executives say social networking has “real power” to change business

The majority of large Australian companies are trialing social networks within their organisations and senior executives believe that, rather than being a waste of employee time, there is substantial value to be harvested from connecting with Web 2.0, a report released today says.

For my keynote at the Vision 2020 Financial Services conference last month in Mumbai I prepared some 'quick and dirty' scenarios for the global financial services industry landscape in 2020 from a technology perspective. Below is an overview of the content I used in my presentation. The complete slide deck from my keynote is also available, though it needs the explanation as below.

WARNING: These are scenarios prepared for a presentation, so they are far from rigorous or comprehensive. True scenarios should have fully developed storylines that evoke the richness of how the scenario unfolds and could actually happen. To be truly valuable, scenarios need to be created for a specific organization or strategic decisions - generic scenarios are of limited value. Always work with someone highly experienced in the field - most consultants that claim to do scenario planning are making it up. The Driving Forces and Critical Uncertainties identified below are highly summarized, and would be presented and aggregated very differently in a real scenario project. OK warning over, on with the content...

Scenario planning
Scenario planning recognizes that beyond a certain degree of uncertainty forecasting is of limited value (or can even be detrimental to good decisions). The process of creating a set of relevant, plausible, and complementary scenarios (more than the scenarios themselves) can be invaluable in creating and implementing effective, responsive strategies.

The heart of the scenario planning process is distinguishing between Driving Forces (consistent long-term trends) and Critical Uncertainties (unpredictable elements). Once these are identified, they are brought together to create a set of scenarios that reflect both what you know and what you don't know about how the environment will change.

The image below shows a sanitized version of the process for a scenario planning project I ran for a major financial institution. This was quite a streamlined process relative to a comprehensive scenario planning project, however was designed to bring the insights directly into the existing group and divisional strategy process.

Below are the scenarios in detail:

• Driving Forces: Global Financial Services


• Critical Uncertainties: Global Financial Services


• Scenario Framework for Global Financial Services


• Four Scenarios for Global Financial Services

DRIVING FORCES: GLOBAL FINANCIAL SERVICES

1. Economic shift

Economic power is shifting to the major developing countries. The BRIC countries (Brazil, Russia, India, China) together host close to half the world's population, and their pace of economic development means that before long there will be multiple economic superpowers. In addition, global economic growth is shifting to the virtual, and developing countries will gradually wean themselves from primary and secondary industries to be significantly based on knowledge-based services.