Organizational leadership can draw on 3 Strategic Thinking Games to master Business Strategy and apply in varied scenarios and organizational structures.  The Strategic Thinking Games provide Decision Making models for senior executives to choose from and use as per the situation.

The Strategic Thinking Games are based on mathematics and statistics, particularly Probability Theory, and exhaustive research into the Business Strategy realm.  Probability Theory is actually a branch of mathematics that deals with analysis of random phenomena.  The basic element of Probability Theory is an experiment that can be at least hypothetically repeated under identical conditions, but may lead to different outcomes on different trials.

Each of the Strategic Thinking Games warrants employing a different mindset and decision-making approach to confront the challenges presented by a particular problem.  Executives can apply these Strategic Thinking Models to control their future:

1. Planning as Positioning
2. Organization Learning
3. Constructive Transformation

Let’s discuss these Strategic Thinking Models in detail.

Planning as Positioning

The 1^st Strategy game allows the players to make 40 blind draws from a pot holding 25 black and 75 red balls.  It costs $10 per draw—which has to be paid beforehand—and it allows the players the opportunity to win $20 on drawing a red ball but naught on drawing a black ball.  The game imitates a scenario where managers make informed bets about the future based on data and insights into the level of uncertainty encountered.

The Planning as Positioning Model enables the executives to learn about their industry and competition, gauge ambiguities and uncertainties, and select markets that have the potential to generate a positive Return on Investment (ROI).

A classic example of a company operating on the Planning & Positioning Model was the International Telephone and Telegraph Corporation (ITT).  For 17 years, the company was led by Harold Geneen (from 1960 to 1977).   Harold Geneen was unrestricted by any company mission.  He expanded in multiple industries, acquired around 350 enterprises from varied industries, including auto parts, cosmetics, hospitality, insurance, and technology.  As a formal accountant, Harold considered facts as indisputable, final, and a foundation for making strategic decisions.  He would travel to far-flung regions to meet his business unit managers, who were free to make their own strategic decisions but were responsible for their unit’s performance and objectives’ achievement.

Organization Learning

The 2^nd Strategy game allows the players to blind draw from a pot containing an unknown mix of red and black balls.  This time it costs $5 per draw.  Players have to bet on either color before each draw.  They can draw up to 50 times, or stop whenever they want, and win $20 if they draw the right ball.  This game imitates a scenario for training managers to dynamically respond to upcoming events with unpredictable degree of uncertainty.

Through the pot filled with balls experiment, it was revealed that when people are given complicated choices, they behave in manners conflicting with their beliefs.  In his famous Ellsberg Paradox, Ellsberg hypothesized that people make illogical preferences in order to avoid ambiguity.  The Organizational Learning Model underlines that in a world full of uncertainties instead of spending too much time predicting the future, planning and positioning, organizations should devise and implement an evolving strategy, take one step at a time, search for viable patterns, and then adjust the course based on results.

An example of successful implementation of the 2^nd Strategic Thinking Model is Corning Inc. that embraced Organizational Learning to develop a healthy product pipeline.  The company developed Pyrex, TV tubes.....

Interested in learning more about the 3 Strategic Thinking Games?  You can download an editable PowerPoint on Strategic Thinking Games here on the Flevy documents marketplace.

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You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Customary practice to Capital Budgeting for satisfying needs of Information Technology development and support pursues a fragmented process and considers requests as stand-alone projects, each with its particular business justification.

The approach bases most of the capital allocation on historical expenditure patterns and financial projections.  It handicaps the underlying Enterprise Architecture making it inflexible and layered with unnecessary complexity.  The practice results in inferior outcomes with far greater expenditure.  It also increases the fixed costs of IT operations because of reluctance to retire legacy systems.

Conventional approach to Capital Budgeting for IT projects is too outdated and sluggish for today’s Digital Age, where technology has taken a more strategic role.

In the Digital Age, technology needs to be rapidly developed to support not only the operations of the organization, but also to directly support Corporate Strategy.  Thus, we need a faster, more agile approach to IT Strategy.

Capabilities-driven IT Strategy uses an approach where a comprehensive view to IT is adopted based on unique proficiencies of the company.  It shapes an organization-wide justification for Information Technology.  It also puts IT function and business unit together for developing the IT Strategy.  Capabilities-driven approach highlights the strategic worth of visionary IT leadership, particularly in assisting companies comprehend which strategies are most feasible.

The approach presses the company to base judgment on the manner in which the company creates value, on the investment required for distinguishing capabilities, and on the contribution that IT ought to make.  Capabilities-driven approach centers investment on limited distinctive capabilities that set the company apart.

Quite a few companies have employed such strategies, over a short period of time, and have attained a new kind of IT and operational leadership.

Capabilities-driven IT Strategy is achieved through a 4-phase approach:

1. Determine our Distinctive Capabilities in Relation to IT.
2. Prioritize our IT Project Portfolio.
3. Develop Technology Roadmap of IT Investments and Activities.
4. Develop Culture and Governance to Support IT Strategy.

The phases are sequential, where in each phase, a fundamental question regarding the role of IT in the organization is answered.

Let us probe some aspects of the phases a little more deeply.

Determine our Distinctive Capabilities in Relation to IT

The question answered in this phase is regarding Distinctive Capabilities of the company—capabilities that sustain the company’s strategic priorities and gives it a Competitive Advantage—and how Information Technology can play a part in improving them. 

Prioritize our IT Project Portfolio

The question answered in this phase is how should the IT projects that will enhance the distinctive capabilities identified in phase 1 be prioritized?

To do this, an IT investment portfolio matrix—based on Strategic Importance and Value Potential criteria—is used that places the IT investment in 1 of the following 4 categories:

• Invest to Grow
• Invest to Sustain
• Invest to Refine
• Invest to keep the lights on

Develop Technology Roadmap of IT Investments and Activities

The question answered in this phase is regarding the order of investment and activity that will permit the company to achieve the goals set and fill the gaps that need closing.

Develop Culture and Governance to Support IT Strategy

The issue to tackle in this phase pertains to the nature of Cultural and Governance support needed to put this IT strategy into practice.

Interested in learning complete details of Capabilities-driven IT Strategy and its phases?  You can download an editable PowerPoint on Capabilities-driven IT Strategy here on the Flevy documents marketplace.

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You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Mature markets, where the customer base begins to stagnate, call for structured Organic Growth founded on a superior Customer Value Proposition (CVP).  CVP encompasses all that is gained by customers for the money they pay—material as well as intangible.  Customer Value can be articulated by the equation:

Customer Value = 
(Product Performance + Service Delivered + Image)/
Price Paid

CVP endeavors can be lacking due to many reasons such as use of incorrect Research Method, misapplication of a correct statistical method, incorrect interpretation of research outcomes in the background of current brand position, market situations, or capabilities system of the company.

Crafting an effective CVP requires insight and experience, but the probabilities of realization escalate by applying a structured process.  Organizations that defy odds and repeatedly thrive with many new-product unveilings lean towards applying a disciplined approach to developing their CVP.  The approach that these organizations follow comprises of 3 distinct practices, blending creative inventiveness and analysis.  The 3 Pillars of Product Launch Strategy are:

1. Market-backed Analysis
2. Darwinian Competitive Review
3. Capabilities-Forward Assessment

Each of the 3 practices has the two-fold effect of being an idea generator as well as an idea sifter.

The practices produce fresh thoughts regarding trends for growth and also assist in determining the products and services to launch and the way to position them.

Let us go a little further into details of each pillar.

Market-Backed Analysis

Market Research merely queries consumers regarding their attitudes, inclinations, and aversions.  Real focus of such research should be on comprehending behavior; such as the trade-offs consumers make when deliberating a purchase.   Market-Backed Analysis is a method of collecting consumer insights that isolates the value imputed by consumers to various components of a product or service, and generates practical information as a consequence.

Darwinian Competitive Review (DCR)

Executives are always on the lookout for new product and service innovations that can distinguish their companies.  New ideas are always more exciting than an innovation that the industry has already introduced.  Darwinian Competitive Review suggests that even a new idea must follow some demonstrated Value Proposition—i.e., proven success somewhere else.  DCR calls for scrutiny of those Customer Value Propositions that have exhibited success across several markets, and of competitors who have already instituted themselves in those markets. 

Capabilities-Forward Assessment

Capabilities-Forward Assessment is a thorough evaluation of what the company already does skillfully, and which novel Value Propositions its Capabilities System will be able to sustain.  Possessing the correct Distinctive Capabilities that are aligned can be the difference between being common place and being great.  An example of the above would be the difference between offering a product at low cost and at the lowest cost.

Interested in learning more about the 3 Pillars of Product Launch Strategy?  You can download an editable PowerPoint on 3 Pillars of Product Launch Strategy here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Most people believe that the value and impact of the C-level leadership originates from the number of meetings conducted, having the ability to plan for long term, and make key strategic decisions collectively.  However, in reality, the C-level seldom works in unanimity to make collective decisions.  They often have animosities with each other and lack collaboration and mutual trust.

The real impact and success of the top team emanates from the informal and social networks of its members, their resolve to capitalize on those connections for strategic decision making, and their competency to perform well in subgroups created to solve pressing concerns.

Effective C-level leadership is conscious of the value of their informal / social networks and their ability to deal with serious issues.  They organize themselves in a way to work as the nucleus of the organization, which gives them the leverage to promptly act on adversities or opportunities.

Leadership’s Social Network Analysis

C-level’s informal social network enables an organization to draw combined capabilities—in-house as well as the extended network.  Top leadership needs to evaluate the strengths of their social network by mapping their informal associations.  This can be done by conducting surveys, analyzing meetings, phone calls, and emails.

The social network analysis reveals that 90% actionable information comes from this informal leadership network rather than through internal reports and datasets.  These linkages aren’t distributed evenly; some members may be highly networked commanding a major chunk of two-way interactions across the organization whereas others may have a smaller network and lesser influence accordingly.  The analysis also suggests that poor leadership connections lead to failed decisions—whereas enriched networks cause advancement in Innovation and Organizational Efficiency.

To design—or redesign—an effective Leadership Operating Model, organizations need to incorporate 3 key principles in their operations:

1. Leverage Focused Subgroups
2. Improve Networking Effectiveness
3. Manage Conflicts at the Constituent Level

These 3 principles aren’t simple to implement.  It warrants evolving the very nature of how the senior leadership team functions and design a more poised and assimilated Operating Model.

Let’s discuss these principles in detail.

Leverage Focused Subgroups

Senior leadership’s performance cannot be judged solely by its ability to revamp the enterprise’s organogram.  Effective top leadership demands from the team a capability to form peer-to-peer, top-down, and bottom-up relationships; and work in discrete yet linked groups, each of which is focused on solving a unique problem or tapping an opportunity.

Depending upon the circumstances, leaders should adopt any of these modes when dealing with networks.  Focused subgroups work best in 3 discrete modes:

• Discussion Groups – These groups focus on information flow, comparing notes, and updating each other on progress. The mode does not cater strategic decisions or active leadership.
• Single Leader Units – In this mode, every executive of the group has clear responsibilities and is accountable to one boss who has the authority over the others to enable speed and efficiency.
• Real Teams – This subgroup includes executives possessing similar capabilities, who are committed under an accommodating leader to achieve shared objectives.

Networking Effectiveness

It is culturally acceptable at many organizations to utilize time on trivial matters—e.g. unnecessary e-mailing, lengthy approval cycles, long-drawn-out meetings, or to schedule events.  These matters cannot be eliminated altogether however, meticulously planned informal networking between the top team enhances efficiency of leaders to a great extent.

Each member of the C-level should connect the right people together, lead and support subgroups, and maintain associations.  Gaps in informal communication between leaders damage the implementation of organizational strategic plans.  Interaction between top executives is often limited to participation in senior level meetings for information sharing purposes only, lacking collaboration to pursue shared objectives.  To make matters worse, they spend too little a time with their direct reports, employees, or customers.  This detachment creates widespread unease and skepticism.

Interested in learning more about the 3 key principles necessary to design a Leadership Operating Model?  You can download an editable PowerPoint on 3 principles key to design a Leadership Operating Model here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Majority of pharmaceutical companies are persisting with decade old processes and routines.  They have transactional relationships with suppliers, lack of concerted efforts to progress ahead, and no vision to reap productivity rewards.  The reasons for continuing with these traditional practices include tax regimes, regulatory hurdles, and stable revenues from customers dependent on existing industry offerings.

Disruption—spurred by technological Innovation, fluctuating customer demand patterns, and more agile and creative competitors—has forced the pharmaceutical sector to think of ways to face these challenges, survive, and thrive.  One of the strategic response to this competitive disruption—by leading manufacturers—is to reexamine their manufacturing operations, embracing agile principles, reducing costs, revolutionizing procurement and distribution functions, and striving to achieve Operational Excellence.  Above all, they view their supply chain not as a cost center, but as a source of Competitive Advantage.

The increasing influence of generic drugs is another challenge for large multinational pharmaceuticals.  In the past, multinational companies (MNCs) dominated the market owing to possessing a number of high-market drugs protected under patents.  Patent protection afforded them the leverage to set high prices on each product.  The scenario is fast changing.  Expiry of high-market drugs patents is creating a huge opening for generic competitors and the space is widening compared to the past.

In the past, pharma manufacturers were able to counter the threat to generic competitors by developing new drugs.  However, this is becoming difficult and the new drugs pipeline is shrinking with time.  R&D expenditure has continuously gone up, however, drug approval from the authorities has not kept paced with it.  It has rather declined, straining the MNCs further.

Other disruptive factors include newer distribution methods, public health plans favoring generic drugs over proprietary ones due to cost effectiveness, the newer internet / mail delivery options displacing traditional pharmacy dispensing options.  Pharmacy chains—e.g. Walgreens—have given a leverage to the retailers to negotiate reduction in medicine prices where again generics have an edge over MNCs.

Moreover, the trend of drugs purchased through a formal tender process is increasingly gaining acceptance, adding to the difficulties of large pharma manufacturers.  Additionally, strict regulations are minimizing the cost benefits that MNCs traditionally enjoyed in the past.

All these factors have forced the pharma companies to reorganize their Supply Chains in a more flexible manner to manage complexities, bring in efficiency, and contain costs to compete in off-patent segment with generics.

Reorganization of a conventional pharmaceutical Supply Chain into an Agile, flexible, and inexpensive Supply Chain warrants developing Operational Excellence and Cost Reduction competencies.  This necessitates 5 strategic steps (phases):

1. Avoid a one-size-fits-all approach to SCM
2. Develop Agile product design and packaging capabilities
3. Restructure the Supply Chain footprint
4. Establish partnerships with 3^rd party suppliers
5. Enhance planning capabilities

Let’s discuss these steps in detail.

Step 1 – Avoid a One-size-fits-all Approach to SCM

Large pharma MNCs typically maintain the Supply Chain of all of their drugs with a single strategy of retaining high inventory and service levels.  Such a strategy can only work for products having a high profit margin, in a static environment.  It is not suitable for low-margin products, contrasting environments, and does not take into account fluctuations in demand patterns.  An appropriate approach is to implement a multiple Supply Chains model based on individual products and markets.

Step 2 – Develop Agile Product Design and Packaging Capabilities

The 2^nd step in Pharma Supply Chain Reinvention involves quick distribution of different versions of products to markets based on demand. For low-margin products with high demand volatility, the Supply Chain Management Strategy should be to employ Pack-to-Order system.  The Pack-to-Order approach involves developing a version of a product that could be timely dispatched to several markets of varying demand across the globe.  This approach coupled with Postponement Strategy—where products are packed to order during later stages of production based on regional demand—assists in trimming down the inventory, reducing complicatedness, and enhancing Supply Chain nimbleness to demand volatility.

Interested in learning more about how to reinvent your Pharmaceutical Supply Chain?  You can download an editable PowerPoint on Pharmaceutical Supply Chain Reinvention here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Potential opportunities always surround leaders.  It is up to them to pounce on those or regret overlooking them, when someone else takes advantage of them.

Leaders’ personal beliefs and assumptions often clash reality.  The trait is categorized as “confirmation bias” in Psychology, where individuals pick the data that supports their existing opinions and approaches and doubt information which defies their mindsets.  Leadership needs to develop themselves to the level to consider the slight hints of the opportunities surrounding them.

There are 10 hidden strategic opportunities that—exist in all businesses and geographies but—are often overlooked by the leadership due to personal biases.  These opportunities go unnoticed because they are often disguised in the form of anomalies and contradictions to leaders’ existing beliefs and assumptions.  It’s up to the leaders to control personal bias; explore anomalies; and develop capabilities to uncover and seize these 10 Hidden Strategic Opportunities before rivals do.

In this article, we will discuss the first 3 strategic opportunities.

Opportunity 1: Assuming a product already exists, but actually it doesn’t.

Most people assume that a certain product already exists.  Its only when an organization ventures into that segment—with a new value proposition—that people realize that there was a void there.  Such gaps are there in almost all industries, but only visionaries are able to recognize and capitalize on them—through innovation and creative product development.  A number of well-known inventions—e.g., tablet computers—were thought to have already existed, but actually didn’t.

For instance, Kate Brosnahan, accessories editor for Mademoiselle magazine, realized in the 1990s that the handbag market lacked stylish yet economical functional bags.  The market at the time was replete with expensive but impractical bags from top designers and functional bags deficient in style.  Kate left her job and founded Kate Spade LLC, with her partner Andy Spade.  Together they began creating fabric handbags which were practical as well as trendy.  Soon, their products started getting appreciation from customers, including media icons.

Opportunity 2: Customer Experience should be anything but strenuous, costly, or irritating (but most of the time it is).

Fragmented and delayed customer experience results in customer churn.  Annoyance caused by poor Customer Experience presents potential strategic opportunity to win customers by fixing it.  They are able to see the bigger picture and strive hard to relieve customers’ aggravation and offer exemplary Customer Experience.

For instance, creation of Netflix Inc. was the result of Reed Hastings having to pay a fine of $40 as late fee for a rented video cassette he had lost.  Leading organizations, such as Netflix, offer quality offerings and provide their customers seamless, quick, and pleasing experiences.

Opportunity 3. An item is often priced low only because not many people know about it.

Hidden merits of a location offers an opportunity for sharp people to invest in for future appreciation.  One of the reasons for inexpensive resources or items is the lack of their awareness and cognizance of their true potential among people.  When people recognize the potential of a property or resource, its price rises steeply.

Interested in learning more about the other hidden strategic opportunities?  You can download an editable PowerPoint on 10 Hidden Strategic Opportunities here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Business Transformation initiatives are typically undertaken to solve a pressing issue, bring about improved performance, or to serve customers better.  A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization.  However, this isn’t a straightforward task.

Attitudes and practices get reinforced in people by following established routines day in and day out.  Such practices become a part of an Organizational Culture over time.  Ingrained organizational behaviors and practices aren’t considered burdening until the organization’s performance starts declining considerably over time.  That’s when the leaders start thinking about changing these beliefs and habitual actions.

Psychology and Neuroscience can help enterprises change the deeply embedded attitudes and practices of people and replace those with new beliefs and practices.  Leading organizations are using psychology and brain research to induce successful change.  Specifically, they focus on the right priorities to enable Organizational and Behavioral Change and take the following 6 steps—or 6 Rs of Behavioral Change:

1. Recognize
2. Relabel
3. Reflect
4. Refocus
5. Respond
6. Revalue

Let’s dive deeper into the first 3 steps critical to render behavioral change.

Step 1 – Recognize

The first step involves the leadership reflecting on the behaviors that are required to be transformed.  Leaders are responsible for articulating the future vision of an organization, prioritizing and implementing initiatives to achieve the vision, and take measures to tackle disruption caused by technology and rivals.  Self-Reflection on undesired behaviors by role models (including senior leaders) is essential to make other people ponder over their behaviors.

Leadership behaviors inform the workforce about the Transformation required, assist in championing the agenda, and make these behaviors resonate across the board.  Individuals, in turn, should contemplate on the alignment of their behaviors with their personal / organizational goals, think of new improved ways of doing things, and dump convenient yet unproductive behaviors.

Step 2 – Relabel

The 2^nd step of the 6 Rs to Organizational Change necessitates categorizing and naming the flawed or unfit behaviors.  Neuroscience research has revealed that by naming behaviors and understanding that thoughts are merely ideas, persons with Obsessive Compulsive Disorder can disregard useless thoughts and behaviors that trigger them to wash their hands again and again.

Relabeling thoughts allows individuals to stop reflecting on useless thoughts.  Likewise, in an organizational setting leadership needs to evaluate which shared thoughts don’t work well, categorize them, and communicate the reasons for their unsuitability across the organization.

Step 3 – Reflect

In this step, senior management replaces outdated beliefs and behaviors and outlines the vision or desired objectives and behaviors.  The outlined desired objectives and behaviors need to be explicit, translated into daily actions, and attractive to the people.  This may warrant training of people to reflect on the desired expectations and behaviors collectively.  Effective communication of benefits of altered objectives and behaviors assists in subsiding the unrest associated with change in people and relaxing their mind and thoughts.  This must include informing people that uncertainties are part of business and that they should keep their focus on organizational values and what matters most during change.  Reflection creates a sense of ownership among employees that is otherwise difficult to be achieved by any cascaded top-to-bottom directives.

Interested in learning more about the other steps or Rs critical to engender Change ?  You can download an editable PowerPoint on 6 Rs to Behavioral Change here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Evaluation and onboarding of outstanding leaders is anything but straightforward.  Almost all organizations have set up testing mechanisms or assessment centers to distinguish senior leadership candidates having traits that make up for Exceptional Leaders.  These assessment centers shortlist leaders based on certain indicators and criteria.

However, these assessments are not always accurate in predicting the best leaders.  At times, the entire evaluation exercise results in drafting mediocre leaders and fails to select top influencers and role models for the organization.  The traditional methods of gauging senior leaders prove inadequate based, typically, on 3 common flaws:

• Granularity – Gauging the candidates for leadership positions using the profiles of successful leaders from the past. Those profiles are not meaningful considering the pace of change today and the future needs of the organization.
• Long-term Focus – Assessment of candidates based on the traits required to reap the fruits of Business Strategy in 5 years’ time is another ground for not identifying the right leaders.
• Emphasis on finding typical leadership traits – Instead of looking for traits that separate exceptional leaders from the pack, most assessments are geared towards finding typical leadership traits.

Research by PwC—spanning over a period of 10 years with a sample size of 2500 senior executives, who remained a part of C-suite successions in large organizations—reveals that the common flaws in leadership assessment methods can be confronted methodically.  To find the best C-level executives, leadership evaluations should focus on identifying candidates possessing the following 4 key traits that are typical only of the top C-level executives:

1. Simplification & Operationalization of Complexity
2. Drive Enterprise-wide Ambition & Change
3. Strong Teamwork
4. Leader Building

Let’s dive deeper into these traits.

Simplification & Operationalization of Complexity

In today’s world of disruption, organizations face new challenges on a day-to-day basis.  Exceptional leaders have the ability to process tremendous volumes of information and simplify things fairly easily.  Leaders who truly standout are well-versed in tackling confusion and learn promptly.  They are great at:

• Interpreting complexities and creating simplified operational descriptions around them for others’ understanding.
• Developing visions to influence people and rally them around the shared objectives.
• Developing & implementing actionable plans to achieve objectives.
• Developing functional and dynamic storylines encompassing the agenda that demonstrates how the company will execute its strategy. These storylines consistently remind the people to concentrate on the things that matter most to the company (e.g. customers, products).
• Creating and disseminating robust communication plans—highlighting how their company is best suited to face the challenges of disruption—that are consistently analyzed and improved upon.

Drive Enterprise-wide Ambition & Change

People in an organization often operate in groups.  These groups consider people outside their circle as competitors or “outsiders.”  This tribal mentality is detrimental for an organization and inculcates individual thinking—focusing only on personal / group targets—and debilitates the ability to operate outside one’s comfort zone.  Exceptional leaders have the skills to:

• Make people come out of this tribal or siloed mentality and think collectively in terms of realizing organizational objectives.
• Understand different mindsets and know how to influence them constructively.
• Make people realize their contribution towards the bigger, organizational perspective and work towards achieving their business unit targets rather than personal performance objectives.

Strong Teamwork

Nobody can undermine or deny the importance of teamwork.  Much has been written on the subject. However, in reality, most teams do not quite understand the spirit and commitment fundamental to develop teamwork.

Exceptional leaders:

• Are aware of the importance of teamwork and collective leadership. They consistently challenge their people to ponder over ways to achieve not only personal but also the strategic organizational objectives.
• Work with teams to uncover prioritized initiatives critical for organizational growth.
• Lead their teams and make informed strategic decisions.
• Focus more on the Strategic Planning front than tactical way before they reach the C level.
• Emphasize to the teams the significance of spending time discussing / developing strategy and devising plans.
• Focus on maximizing the effectiveness of each individual to benefit the organization.

Interested in learning more about the traits of outstanding leaders?  You can download an editable PowerPoint on Exceptional Leadership here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives. Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Early 2000s saw a change of mind regarding the Globalization of commerce by members of the political and economic arenas.  This change of mind was instigated by myths perpetuated against commerce Globalization because of the dichotomy that appeared between existing Operating Models of companies and needs of the emerging markets.

These perceived trade-offs that were myths included ideas like choosing between centrally-controlled Operating Model and local responsiveness model.

Proponents of the central model had the view that intellectual power and Innovation capability had to be centralized, all products and services brought in line everywhere, foregoing catering to diverse needs and demands of customers in every emerging market.

The converse view was that in order to have locally applicable distribution systems, proactive Supply Chains, and reduced costs of emerging-market management, it was necessary to devolve the company and operation as a loose federation.

This trade-off incompatibility was addressed by the Hub Strategy where, in place of a single center, companies set up principal office “hubs” in as many of the 20 gateway countries of the world as required—a global corporate structure with no headquarters.

These 20 gateway countries represent 70% of the world population and generate 80% of the world income.  The gateway countries include Australia, Canada, France, Germany, Italy, Japan, the Netherlands, Spain, the United Kingdom, and the United States from the developed economies.  Rest of the 10 are emerging markets of Brazil, China, India, Indonesia, Mexico, Russia, South Africa, South Korea, Thailand, and Turkey.

This new Business Model covers both the recognized advantages of developed markets and the possibilities of emerging economies.  A model that handles decentralization, centralization, existing practices, and possible disruptions not as trade-offs, but as complements.

It is, however, important to understand that for the model to have its full impact, 3 core pillars have to be integrated and pursued simultaneously.  The 3 Pillars of Globalization are:

1. Customization
2. Unity
3. Arbitrage

Only business leadership that has taught itself and its teams to be very careful about where to customize, how to develop capabilities, and what to arbitrage are the ones reaping benefits from this model.

Let us delve a little deeper into the details of the 3-pillar Business Model.

Customization

Variation in needs, wants, and cultures of consumers makes it impossible to customize centrally.  Providing products and services in a locally competitive manner is therefore central to become a global enterprise.

Customization entails fulfilling the requirements and wants of varied consumers, in areas such as product or service features, affordability, and cultural alignment.  Hub Strategy provides the leverage to fulfill this demand by enabling companies to customize only in the 20 gateway countries.

Unity

Unity entails worldwide alignment of the company with, a unified central purpose, a body of exclusive first-rate knowledge, and capabilities that differentiate the company from all others.

Core purpose must be understood in the same manner by all functions of the company, in every geographical location.

Arbitrage

Arbitrage is a methodical initiative that consists of increasing effectiveness and Cost Reduction by discovering materials, manufacturing methods, logistics practices, funds sourcing, or infrastructure that are less expensive.

Interested in learning more about the 3 Pillars of Globalization and its Case examples?  You can download an editable PowerPoint on 3 Pillars of Globalization here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Business Transformation initiatives are typically undertaken to solve a pressing issue, bring about improved performance, or to serve customers better.  A critical element of the success of such initiatives entails transforming the existing behaviors of the employees across the organization.  However, this isn’t a straightforward task.

Attitudes and practices get reinforced in people by following established routines day in and day out.  Such practices become a part of an Organizational Culture over time.  These ingrained behaviors and practices aren’t considered burdening until the organization’s performance keeps declining considerably over time.  That’s when the leaders think about changing these beliefs and habitual actions.

Psychology and Neuroscience can help enterprises change the deeply embedded attitudes and practices of people and replace those with new beliefs and practices.  Leading organizations are using psychology and brain research to induce successful Organizational Transformation.

The practices that these organizations employ to engender Transformation are based on the following 6 core Principles of Neuroscience:

1. The brain is hardwired to hold on to habits, making it difficult to change them.
2. Connections in the brain—even deeply embedded thoughts—are quite flexible to transform.
3. Concentrating on new ways of thinking can overhaul individuals thinking habits.
4. Don’t tell people what is wrong, just focus on drawing their attention to the positives.
5. Encourage the ability to reject negative cerebral impulses.
6. The competence to focus attention has to be created bit by bit.

Let’s dive deeper into these first 3 principles of Neuroscience.

Principle 1 – The brain is hardwired to hold on to habits, making it difficult to change them.

Our thinking patterns are stored in circuits by brain parts—including the habit center (basal ganglia), amygdala (emotion center), and hypothalamus (which manages hunger, thirst etc.).  These brain parts, especially the basal ganglia, process info unconsciously and the activity feels rewarding to the individual.  This activity makes stronger neuronal connections with other areas and gets the activity reinforced.

For the desired behaviors and practices to get embedded, the organization need to make stronger connections with the entire workforce's’ basal ganglia to enable deep rooted neuronal circuits.  The practices ingrained this way are difficult to remove.

Principle 2 – Connections in the brain—even deeply embedded thoughts—are quite flexible to transform.

People with obsessive compulsive disorder keep deliberating on their impulse to wash hands to ensure cleanliness.  This fortifies brain circuits in the basal ganglia, which takes over their behaviors.  However, Neuroscience reveals that even the most well-established notions can be altered.  This can be done by making the individuals aware of what they are thinking and where their focus is in a given moment.

Training and directing people to think about their thoughts can make them conscious of their undesired behaviors, disengages brain areas notable for causing distraction, and adopt new behaviors.

Principle 3 – Concentrating on new ways of thinking can overhaul individuals thinking habits.

The 3^rd principle highlights that persistent focus on unfamiliar, desired thoughts and objectives activates the habit center of the brain, which turns these desired thoughts into habits.  The mechanism according to Neuroscience is such that basal ganglia’s caudate nucleus region processes…

Interested in learning more about the other principles of Behavioral Transformation?  You can download an editable PowerPoint on 6 Core Principles of Neuroscience here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Employee behaviors are critical for the success of Business Transformation endeavors.  However, transforming the ingrained behaviors and mindsets of the workforce isn’t straightforward, and when tackled cause the enterprise’s emotional state to go down.

Leaders need to identify the components of Culture that are in line with their Corporate Strategy.  They have to ascertain and harness the positive elements of culture that can drive the desired Transformation and suppress those that obstruct it.

For the desired Organizational Culture to sustain, leaders should work on gaining acceptance of the transformed behaviors.  Leaders who do not give culture its due importance risk ruining their strategic endeavors, as they lack the commitment required from the employees to achieve success.

The real question is why senior leaders fail to use the positive elements of Organizational Culture constructively in the first place.  The answer is simple; there are 4 common yet wrong assumptions—or myths—regarding culture change that are deeply established in most businesses that are anything but facts.  Paying heed to—and acting on—these 4 myths results in grave consequences:

1. Culture is the root cause of all our failures
2. Changing our Organizational Culture is beyond us, forget about it
3. Let Human Resources deal with Organizational Culture
4. Culture is the responsibility of top management

When senior executives devise a strategy to transform the deeply entrenched organizational culture—by putting in place new policies, practices, reward structures, and performance management systems—there is strong resistance that outplays the strategy.

This is primarily due to employees’ reservations and uncertainties regarding the impact of these changes on their work, colleagues, atmosphere, routines, family, and their enterprise’s reputation.  Transforming the Organizational Culture using the individual’s actions and conduct necessitates seeking assistance from 7 guiding principles:

1. Be Practical
2. Reinforce New Behaviors
3. Seek Out Role Models
4. Identify Cultural Carriers
5. Leverage Existing Culture
6. Be a Role Model
7. Explain Impact of New Behavior

Application of these guiding principles facilitates in transpiring successful culture change.  Let’s dive deeper into a few of these guiding principles.

Be Practical

The first guiding principle to changing the culture involves starting rationally and pragmatically.  It is not feasible to strive to change every behavior at once.  Leaders need to concentrate on the behaviors most critical for the organization.   The ones that reverberate with the existing company culture and have a key role in improving the organizational performance.  This entails ascertaining groups of employees whose behaviors should be transformed immediately.  A clear demonstration of the requisite changes goes a long way in reinforcing the desired behaviors and culture in the organization.

Reinforce New Behaviors

The 2^nd principle to changing culture involves emphasizing new behaviors.  The desired behaviors should be reinforced using formal and informal mechanisms.  Formal reinforcement mechanisms include metrics, processes, appraisals, salary reviews, training, and incentives to reward new behaviors.  These formal mechanisms allow people to practice new behaviors repetitively, until they begin to realize their value.  Informal reinforcement mechanisms include support networks and associations to nurture sensitivity and devotion needed to cope with uncertainties.

Seek out Role Models

Organizational Culture Transformation necessitates distinguishing role models to demonstrate the desired behaviors.  Culture change begins when change practitioners act by modeling the new behaviors.  These change practitioners are pride builders for an organization.  The examples set by these practitioners assist in inculcating pride in others about embracing the desired behaviors.  This action is referred to as “positive deviance” or constructive non-conformity.  These pride builders in turn identify and develop more exemplars.

Interested in learning more about the other guiding principles of culture change?  You can download an editable PowerPoint on 7 Guiding Principles of Culture Change here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Site Selection is the practice of choosing a new facility location. It involves measuring the needs of a new project against the merits of potential locations. The practice became popular during the 20^th century, as operations of many organizations expanded to new geographies on a national and international scale.

Selection of sites has been known to have taken place due to factors such as:

• Best required skills being available in a particular city.
• Setting up in an off-the-trail location because all operations will be managed remotely.
• Following the trend to set up offices and facilities in a particular city because every company is doing so.
• Factory facilities of the company being close-by.
• Top boss living in the vicinity.
• Person tasked with choosing the site liking the area for a particular feature such as restaurants and the like.

Making such significant long-term choices based on haphazard and indifferent reasons is a blunder.  The consequences of the mistake are exacerbated when such sites are being selected in emerging markets.

Site selection, in particular, for R&D, Design, and Engineering, warrants a more serious approach than is given to it.  Employing a formalized selection method aids in eliminating sentiment in the concluding decision.  The orderly selection procedure is also valuable in conveying the ultimate decision to all involved.  Selection criteria and their priority should be agreed to in advance for removal of any partiality from the Site Selection process.

Site Selection, especially when being done in emerging markets, has to be conducted while considering at least 5 factors—or the 5 Cs of Site Selection.  Companies ought to identify which among the 5 factors they deem significant and prioritize the factors accordingly:

1. Cost
2. Capacity
3. Capability
4. Communications
5. Culture

Selecting a site in light of the set priority order, the company has to take into consideration the characteristics of the site in the present time as well as in 3 to 5 years.

Let us delve a little deeper into some of the factors.

Cost

Ideally, Cost Reduction should not be the only factor influencing site selection decisions.  If Cost factor is predominant in the decision, then the local standard of living and the changes there to, have to be taken into consideration.  Costs in setting up a site include items such as:

• Buying or leasing land.
• Office equipment costs.
• Communication infrastructure and operations costs.
• IT infrastructure costs.
• Employee Training costs.

Companies basing their decisions exclusively on Cost factor rather than what suits their requirements end up paying more than estimated.

Capability

Capability is the ability of the site under consideration to provide the necessary infrastructure, resources, and the work/ operational environment required by the company.  Capability includes existence of exclusive skills and expertise that a company explicitly needs.

Also advantageous to capability are nearby R&D, design, testing, and prototyping centers setup by foreign and local companies. 

Capacity

Capacity refers to the abundance of qualified skill available on the site under consideration.  Capacity comes into play when the company needs rapid scaling up of its operations. 

Although the 5 Cs are of extreme significance, there is an additional factor that cannot be ignored—the Customer.  Recent advances in technology and communication have further empowered the Customer.  The result is that more organizations are seeking to focus on Customer-centric Design.

Interested in learning more about 5 Cs of Site Selection?  You can download an editable PowerPoint on 5 Cs of Site Selection here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd

Tourism is a key element in creating an impetus for financial growth across the globe.  The sector was providing jobs to around 260 million people and contributing to over 10% in global GDP, based on 2010 numbers.  These numbers will grow in future.

However, these financial benefits do not occur without costs that have the potential to destroy popular destinations and disrupt tourism.  Costs—or adverse effects—of travel involve:

• Massive carbon footprints produced by air travel
• Changes in the clean environments due to human footprint
• Degradation—or obliteration—of ecology because of travel
• Climate change happening across the world—e.g., unpredictable weather, mounting sea levels, or land turning into deserts.

Tourism Research by UK’s Devon County Council reveals that tourists were considerate of environment when booking their travel, and were willing to pay more for green tourist destinations.  Tour operators, in turn, now regularly rank destinations based on their green services and products, and demand higher green standards from tourist resorts.

However, still a large majority of resorts, hotels, and tourist destinations fall behind in terms of environmental sustainability, green standards, and services.  Some are only hinging on marketing tactics, glossy brochures, and eco-friendly language.  These destinations are only eyeing near-term gains, and are at a high risk for draining their resources, environmental degradation costing fortunes to repair, and losing a sizable potential customer base.

Tourist destinations are facing critical environmental issues—e.g. clean water, carbon emission, protection of biodiversity, and waste reduction / disposal.  These issues necessitate commitment from all stakeholders and having proper structures and systems—i.e. regulations, stakeholders’ education, funding, marketing, and public relations—to regulate and promote Sustainable Tourism.

Above all, confronting these issues demand a coherent, carefully-crafted Green Tourism Strategy.  The challenge to devising a Green Tourism strategy is the uniqueness of each destination—in terms of culture, ecology, resources.  Thus, each destination warrants a bespoke strategy encompassing 3 key phases:

• Appraising Environmental Health
• Plotting the Green Journey
• Implementing the Green Strategy

Let’s take a closer look at the first 2 phases.

1. Appraising Environmental Health

The first step to devising a Green Tourism Strategy entails carrying out a thorough baseline analysis of the existing environmental health status of the tourist location, to outline its strengths and weaknesses.  This should encompass Benchmarking the site’s performance in comparison to global environmental best practices and defining what needs to be done in the near as well as long term (key initiatives), in the order of their importance for the destination.

2. Plotting the Green Journey

This phase entails defining the vision for Green Tourism and taking into account the objectives to realize that vision.  The vision enables the policymakers to plan and choose the measures to be taken to maintain the sustainability of the destination.  These measures fall into 2 categories:

• Preventive measures—meant to inhibit or avert any damage to the surrounding ecosystem of the destination. These initiatives are aimed at finding and employing cost-effective solutions and technologies rather than using modern technologies.  These initiatives suit locations with limited funds.
• Radical measures—meant for those destinations that are financially sound and want to maintain their status of being leaders in green tourism. These sites are always ready to adopt cutting-edge technologies to safeguard their eco-friendly status.

Interested in learning more about the key phases of Green Tourism Strategy?  You can download an editable PowerPoint on Green Tourism Strategy here on the Flevy documents marketplace.

Do You Find Value in This Framework?

You can download in-depth presentations on this and hundreds of similar business frameworks from the FlevyPro Library.  FlevyPro is trusted and utilized by 1000s of management consultants and corporate executives.  Here’s what some have to say:

“My FlevyPro subscription provides me with the most popular frameworks and decks in demand in today’s market.  They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions.  I strongly recommend FlevyPro to any consultant serious about success.”

– Bill Branson, Founder at Strategic Business Architects

“As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power.  For us, it is an invaluable resource to increase our impact and value.”

– David Coloma, Consulting Area Manager at Cynertia Consulting

“FlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients.  In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over!  The quality of the decks available allows me to punch way above my weight – it’s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.”

– Roderick Cameron, Founding Partner at SGFE Ltd