Business context analysis
October 31, 2009 § 1 Comment
The current state affects our ability to actually manifest the course we plotted to the treasure island we have envisioned and charted. The begin state of an open-ended-planning-with-feedback-loops-and-obstacle-and-pitfall-avoidance. A company in debt, with IP problems, poor trust, toxic politics, or not enough people will have to take a different course than one that does not have such problems.
When analysing a currently perceived state, make sure to note and emphasize positive elements, because those make it easier to implement certain commercialisation strategies and/or adapt the plan based on new feedback.
The below questions are examples. Not all questions may be fitting for your specific context and purpose.
Better a witty fool than a foolish wit
October 21, 2009 § 1 Comment
One of the important ingredients of a sound business planning process is that we can report on the results of contacting customers and end-users for our product. Commonly (traditionally) this is done by mailed surveys, distributing surveys and/or interviewing at conferences, and telephone interviews.
Who to approach? Objectives? What questions? What information to give? What information not (trade secrets)?
Is this a pounce opportunity?
October 20, 2009 § Leave a comment
In general, opportunity statements can be used as foundation for operations. If you believe there is no opportunity, maybe best to re-evaluate your market instead, or re-evaluate your product/service.
If you are building un-finished products to be customised and fitted for particular contexts, like we are in Satir Workshops, and/or if you plan on licensing your product, this will only work if your ally is able to use it to compete more successfully. And an opportunity statement can be helpful for introducing an opportunity to a potential ally. Moreover, understanding of requirements of competitors can be used to look for fitting allies in the landscape.
The following questions guide me in gathering the necessary information for creating a short and powerful opportunity statement
Scenario planning resources
October 5, 2009 § Leave a comment
Key patterns for making your business fail
August 25, 2009 § Leave a comment
We all know how to make businesses fail, right?
Enjoy these excellent patterns!
Some tricksters are not so funny?
October 29, 2008 § 1 Comment
Political ponerologists, bankers, and con men are not insane. Nor are their victims. And the systemics of such games isn’t hard to see.
Bankers, political ponerologists and con men show you what they do, they show you their cards are marked, and that you’ll be playing with their deck. They tell you what they are. Really, they do.
Satir Change Model
March 24, 2007 § 6 Comments
Inspiration is not born in a vacuum; excellent ideas are seeded by other excellent ideas and fertilized by still more excellent ideas. In essence, excellent ideas are born from transforming ideas in chaos. And effectively surfing chaos happens only after one “let’s go” of control, because we are capable of inventing only those “things” which are the product of our internal manifestation of our conscious assemblage of reality. We can release the conscious assemblage, or rather “let it go”, by intending outcome in the flow.
The Virginia Satir Change Model focuses not just on systems of people but also on individual people, making it a robust model, and safe in terms of honoring people
Humans planning illusionary scenarios
June 4, 2006 § 3 Comments
A group of analysts generate scenario planning simulation games for policy makers. The games combine known facts about the future, such as in environmental, demographics, geography, military, political, social, and science issues, industrial information, and (limiting) resources such as mineral reserves, with plausible alternative trends which are key driving forces of the games.
It isn’t real. It is make-believe, pretend. If it isn’t real then why play these games?