“Future is now. Future is not about what you do in the future.“

Highlights

• Strategy is about next practices.
• For you to be a leader in 2030 your opportunity gap is a lot bigger than your performance gap.
• We need different methods and capabilities to succeed in the future.
• Don’t think about best practice think about next practices.

Three box model

• Box 1: manage the present
• Box 2: Selectively forget the past
• Box 3: Create the future

Emerging markets

• Customers of the future will be fundamentaly different, and will demand fundamentally different companies.
• An emerging market will transform the corporation trying to adapt to it.
• Grow up in emerging markets cannot be caught up with box 1 approach.
• Emerging markets represents a huge discontinuity.

Three reasons why companies find it so hard to use next practices

• Physical inertia.
• Psychological inertia.
• Strategical inertia.

Company dedication to projects

• How many projects will be in horizon 1?
  Core business. It should be 60%-70% of the efforts.
• How many projects will be in horizon 2?
  Adjacent space. It should be 20%-30% of the efforts.
• How many projects will be in horizon 3?
  Entirely new business model. It should be 5%-10% of the efforts.

Strategy Architecture

• Non-linear shift
• Strategic intent
• Current core competencies
• Growth Playbook
• New core competences

Other highlights

• Because of the though economical conditions, projects are being more conservative today.
• Simple message: future is now. future is not about what you do in the future.
• Today I have to do two things: make the business work and invest in the future.
• The opportunity gap is enormous in the near future.

Extract by Josep Oriol Ayats and Guillem Mateos.