🌿🧭🌳 OD70: Planning ∙ Tech ∙ Management as Tech
The Adaptive Planning Canvas, Emerging Tech Roadmap for Large Enterprises, Management as Technology
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#practice
The Adaptive Planning Canvas
First pick this week is a canvas that was created by the NOBL team for supporting business planning:
See more details here:
It might serve as inspiration for adjusting your own approach to business planning, given your own company culture and business context. Why settle for copy & paste?
Emerging Tech Roadmap for Large Enterprises
As fans of information designs and given our close connection to Tech companies & strategy, a map that we enjoyed exploring this week comes from Gartner, showing how:
IT Professionals From 438 Organizations Collaborated to Benchmark Adoption Plans, Anticipated Value and Risk for 111 Infrastructure and Operations Technologies
Snapshot below, see hi-res map here.
Colors indicate deployment risk and the size of the circles indicates the expected value for the enterprises using the specific technologies.
Even though you might not be interested in the content of the map, we invite you to contemplate how the vast amount of information is compressed visually in one page: 6 areas, 4 levels, 3 risk states and 3 expected value states … and 111 technologies connected to the 4 parameters. #notbad
#reflect
What questions do you have now, questions that didn’t exist 1-2-5-10 years ago?
#study
Management as Technology
We stumbled upon this HBS working paper, co-authored by Bloom (Stanford), Sadun (HBS) and Van Reenen (MIT), that is exploring the impact of management practices on the performance of a business, and creating a model of management as technology.
Here is a selection we made (highlights ours) from the conclusions of the paper:
Economists, business people and many policymakers have long believed that management practices are an important element in productivity.
(…) In the model, management enters as an intangible capital stock in the production function and raises output. We allow entrants to have an idiosyncratic endowment of managerial ability, but also to endogenously change management over time (…)
Our empirical findings are easily summarized. First, firms who scored more highly in our management quality index improved firm performance in both non-experimental and experimental settings.
Second, in the cross section and panel dimension, firms in sectors facing greater competition were more likely to have better management practices. Part of this competition effect is due to stronger reallocation effects, whereby the better managed firms are rewarded with more market share in some countries compared to others.
Third, as cohorts of firms age, the average level of management increases and dispersion decreases (due to selection).
Hope you enjoyed this edition!
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This newsletter is curated by Raluca and Bülent Duagi, the Sense & Change team.
As Strategy & Organization professionals, we're partnering with visionary Tech companies to help them address their most complex strategic & organizational challenges.
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