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  New Decade & The 10 Disciplines That Will Be Required.
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1. We think that business deserves impartial, respectful support in order to solve the really important issues.
2. We think that answers to complex problems are only possible with structured conversation.
3. We think that visualisation is critical to shared understanding.
4. We think that it's simply too easy to solve the wrong problems really well.
5. We think that there's not enough time given to clarifying definitions at the start of complex programs.
6. We think that clients are the best placed to solve their own futures.
7. We think that we don’t spend enough time understanding each other’s perspectives.
8. We think that it's time that business REALLY stopped operating in silos.
9. We think that creativity exists in everyone.
10. We think that the 21st Century is an incredible time to change and seize the opportunities we now have.
11. We think that strategy and vision should be co-created by the key stakeholders - everyone involved.
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5,4,3,2,1 - Getting here from there – A process of deduction
You are a senior leader. You are tasked with developing an opportunity or driving change and transformation of some sort. You need a plan for how and the business case to prove your thinking.
For your plan to be meaningful you need to know what the company strategy is – the direction of travel and the big ambition. It would help to know that there is a supporting vision and that the people you will depend on for delivering it are feeling a part of this and share the passion and intention. For your plan to be achievable you need a fully aligned set of initiatives that are going to be backed up with the right resources and capabilities to deliver. You need to know that you will have complete support from your sponsors and that any barriers to success will be removed.
That’s all you need.
Simple.
The next question is how to go about achieving that.
Well, you need a framework that embraces all of this. It will need to have integrity and be based on thinking through everything below. This will not only ensure buy-in and commitment but it will be vital for tracking, governing and visibly communicating progress. You need a dashboard of sorts to display any real-time dynamics, slippage or new dependency. Perfect.
Ahead of this you will have worked and decided this plan - what were the options, the alternative scenarios, the possible choices. You will need to have done this with those responsible for its delivery. You will have decided what to stay doing, start doing and stop doing as this new plan emerged. This will have involved deliberation, prioritization, horizon planning and decision quality criteria.
In order for this to have been done you will have had to have agreed the new vision, the strategy, the themes, initiatives and a new operational model. You will need to have agreed a new operational style, a culture based on true principles, values and meaning. In the process this will have involved an appreciation of the context, the capabilities and competencies alongside the required metrics, KPI's and measures. This will all add up to the inspiring outcome the team wants.
And in order to have considered this it will have been crucial to have understood all of the assets, the important stakeholders, the market insights, the routes and channels to market, important consumer segments, possible differentiators, capabilities, value propositions, decision criteria and the overall goals and objectives of the enterprise. For the tools visit 4D™
