Strategic IQ: Creating Smarter Corporations (John Wells, 2012)

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  • Types of inertia: strategic, structural, human
  • The rate of change internally should catch up to the rate of change outside.
  • New management takes huge financial write-off and builds reserves in the balance sheet to feee in the P&L later.
  • Strategic intelligence structure
    • Low IQ performs mindless action
      • Incompetent
      • In denial
      • Strategically blind
      • Aligned the wrong way
      • Structure fighting itself
      • Archipallium (reptilian brain dominates)
    • Moderate IQ solves problems
      • Debating when to change
      • Competent to change
      • Clear model of success
      • Ignores informal architecture
      • Top-down mind-set
      • Aligned, tough to change
      • Paleopallium (intermediate brain dominates)
    • High IQ creates problems
      • Distributed intelligence
      • Synchef thinking-acting
      • Mind-set of change
      • Harnesses social mechanics
      • Drives strategic change
      • Designed to change
      • Neopallium (superior brain dominates)
  • Strategy is to deliver superior sustainable performance.
  • Strategic business model
    • External scope (the battlefield)
      • Customers/channel
      • Products/services
      • Geographies
      • Vertical scope
    • Competitive advantage
      • Lower cost
      • Better
      • Faster
      • Smarter
    • Internal scope
      • Activities
      • Assets, architecture
      • Functional strategies
    • System causal logic
      • If we do X then Y happens
      • Links between activities
      • Virtuous circles
    • Strategic scorecard
      • Relative measures of success
      • Rate of change
      • Goals and milestones on the way
    • Crucial assumptions driving choices
      • If they turn out to be wrong, then the strategy needs to change
      • We know how we would change it
  • Circuit City 5 Ss
    • Savings
    • Selection
    • Service
    • Speed
    • Satisfaction
  • Circuit City and Best Buy lessons
    • Beware blind faith
    • Be paranoid
    • Self-cannibalise
    • Create a burning platform
    • Invest in change when things are going well
    • Commit to future generations
  • Classes of assets
    • Financial
    • Human
    • Knowledge
    • Relationships
    • Physical
    • Reputation
  • Formal architecture
    • Information and communication
    • Roles, responsibility, reporting, relationships
    • Business processes
    • Measurement and rewards
    • Human asset development
  • Strategic project innovation
    • Low risk + high return = drivers
    • Low risk + low return = distractions
    • High risk + high return = delights
    • High risk + low return = disasters
  • Smart structure
    • Easier to change.
    • Support continuous change.
    • Self-organised.
    • Drove strategic change.
  • Strategic asset example: once an airline bought one type of aircraft, it is hard to buy another as the operating cost will increase.
  • Object-orientated organisation breaks into smaller businesses to allow them design their own work.
  • Strategic business components (SBCs).
  • Opportunity-oriented organisation can be used in fast-moving environments.

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