Strategy Execution Framework – A Guide to Successful ...

How Does the UNITE Strategy Execution Framework Work? Questions For Your Consideration; The UNITE Business Model Framework: A Framework for Innovation Success. Wehavejustlaunchedthemostcomprehensiveguidetoinnovation:downloadittoday! CLAIMYOURCOPYNOW x Scrolltotop Skiptocontent Aboutus Partners TheFounder Jobs Contactus! en de Searchfor StrategyExecutionFramework–AGuidetoSuccessfulStrategyExecution Thisground-breakingframeworkhelpsyouunderstandwheretoinnovateandwheretocutcosts.ItfurtherhelpsyouconnectyourstrategytoyourbusinessobjectivesandyourIT,thusaligningallcriticalbusinessareas. SIGNUP LOGIN TableofContents LayingtheFoundationforInnovation&StrategyExecutionHowtoPlaytoYourStrengthsStrategiestoIdentifyYourStrengthsKeystoSuccessfulStrategyExecutionTheUNITEStrategyExecutionFrameworkHowDoestheUNITEStrategyExecutionFrameworkWork?QuestionsForYourConsiderationTheUNITEBusinessModelFramework:AFrameworkforInnovationSuccess SocialShare Amongyourstrategicinitiatives,pairinginnovationwithexecutionismostlikelytoyieldthebiggestresults.Butaswediscussinthisarticle,manyorganizationsareunabletomatchtheirorganization’sabilitytodevelopaplanningprocesswiththeirorganizationabilitytofunctionallyexecutestrategy. Successfulstrategyexecutionistheseparatorbetweencompaniesthatlastandcompaniesthattalkabiggamebutquicklydisappear.Intheworstcases,theybecomecasestudiesindevelopingunattainablestrategicgoals.Businesstextbooksarefilledwithsuchfailures. Strongexecutioncompaniesuseastrategicexecutionframeworkthatmatchestheircorevaluesandenactsprocessimprovementsthatbuildontheircoreactivitiestoproduceinnovativeproductsandservices.Theygrowbyremainingtruetothemselvesandtheirabilities,understandingtheresourcesrequiredformeaningfulinnovation,andexecutingontheirplans. Theessenceofstrategyischoosingwhatnottodo.MichaelPorter Here,wediscussthebasicphilosophiesbehindastrategyexecutionframeworkandhowitcanhelpanorganizationmeetitsstrategicgoals.Asalways,moreinformationisavailablethroughouttheDigitalLeadershipwebsite,andinthebookHowtoCreateInnovation.Wewelcomeyourquestionsandfeedback. LayingtheFoundationforInnovation&StrategyExecution Anorganization’sabilitytosuccessfullydevelopinnovativeproductsisbasedlargelyonthepreparationthatgoesintoitsbusinessstrategyandhoweffectivelyitexecutesthatstrategy. Plentyofpeopleliketheword“strategy”inbusiness;itimpliesconsideration,expertise,forethought.AtDigitalLeadership,weliketoswitchthefocusoverto“execution.”Yourcompanystrategyequalsexactlynothingifthebusinesscan’tproperlyputthatstrategyintomotion.Havingstrategicobjectivesinplaceisuselesswithoutamapforreachingthem. Forus,thatmapisyourstrategyexecutionframework,anoutlineforaprocessthatidentifiesyourstrengthsandhowtoleveragethemintoexcitingandprofitablenewproductsandservices.Additionally,itcementsintoyourorganizationamindsetofinnovationthatechoesthroughoutyourhierarchy,acrossbusinessunitsandfunctionalsilos.Infact,throughstrongexecution,thesedivisionswithinyourcompany’soperationswillceasehinderingyourstrategicplanning. HowtoPlaytoYourStrengths Innovationisfirstofallabouthavingtherightmindset.Areyouplayingtowin?Orareyoumerelyplayingtoavoidlosing?Organizationsplayingtowintakechancesandseizeopportunities.Organizationsplayingtoavoidlosingconcentrateonstayingsafe,notmakinganyerrors,andavoidingrisks.Theseorganizationstendtofocusoncost-efficiencyandcost-cuttingandworkongettingmoreperformanceoutofwhattheyhave.Thereisnothingwrongwiththat.Butifyoufocusonthatforlongenough,youwilleventuallybesweptawaybythenextwaveofdisruption. Andwhathappenstotheplaying-to-winorganizationthattookchancesandinvestedinopportunitiesinthemeantime?Theyaremostlikelymilesahead.Asthefabledmanagementguru,PeterDruckerputitmorethanhalfacenturyago, Thebusinessenterprisehastwoandonlytwobasicfunctions:marketingandinnovation.Marketingandinnovationproduceresults;alltherestarecosts.PeterDrucker TheUnfairAdvantage Thestart-upworldlikestotalkaboutfindingan“UnfairAdvantage”:anadvantagethatallowsyoutoleavethecompetitionbehindyouandplayinaspacethatisnotpackedwithcompetitors.Asustainableadvantageisonethatcannotbeeasilycopiedorbought. ReadMore:UnfairAdvantage:Whatisit,andhowdoyoufindyours? ButwhichUnfairAdvantagesdoyouhaveasanestablishedorganizationcomparedtoastart-up?Afterall,youarenotnimble;youaremorerisk-averse;youhavesomewhatheftyoverhead;andyouarelessflexible. LeveragingYourStrengths Thekeyistofocusnotonwhatyoudon’thave,butratheronwhatyoudo.Asalargeorganization,youhavemajorassetsyoucanusetoyouradvantage.Forexample,youhaveabrand;youhaveexistingcustomerrelationshipsandthuscustomeraccess;youhavedeeptechnicalexpertiseinspecificareas;youhavebuyingpower;youhavedistributionrelationships;youpossessfinancialresources;andyouprobablyhaveatonofotherassetsandcapabilities.Astart-uphasnoneofthesethings,norlikelydomanyofyourcompetitors.ThesearethethingsthatcanformthebasisofyourownUnfairAdvantageifyouusethemwell! Asaprinciple,everyinnovationyoucreateshouldleveragetheexistingstrengthsthatyourorganizationalreadyhas;thisistheonesurewaytogainanadvantageonthecompetitionsincenooneelseinthemarketcanleverageyouruniquestrengths.Thisistherecipetocreateasubstantial,andhopefullyevenunfairadvantagesinceitcaterstoyourexistingstrengths. UnderstandingRelevantStrengths Somestrengthsareinternaltoyourorganization,andsomeareexternal. Bothinternalandexternalstrengthsarerelevantandcanbeasourceofdifferentiation.Fromaportfolio-managementperspective,youcouldalsoclusterdifferentinitiativestogetherthatleveragesimilarstrengths(forexamplehaveallmarketeersacrossdifferentinitiativesleveragethesameonlinemarketingmeansandB2Ccustomerdatabase). Notallstrengthsarecreatedequal,however.Somecontributetoyourdifferentiationwhileothersareunlikelytodoso.Howcanyoutellthedifference? StrategiestoIdentifyYourStrengths Thereareafewdifferentwaystoidentifyandassessyourstrengths;herearethreethathaveworkedforthoseofusatDigitalLeadership. 1-Brainstorming,CreativeIdeaGeneration&Interview Thesimplestwayistobrainstormandbuildontheideasyougeneratethroughaseriesofinterviewswiththeseniorbusinessexecutivesinyourcoreorganization.Thisapproachwilluncoversomeofyourgreateststrengthsquickly.However,basedonourexperience,itwilloftennotgofarenough,sincemanyfirmsaresimplynotusedtoreflectingontheirassetsandcapabilities,andsoaskingpeoplewhattheythinktheirdifferentiatingstrengthsaremaynotyieldafullandaccuratepicture. ReadMore:IdeaGenerationTechniques:HowtoinspirenewideasthatDriveInnovation? 2-WorkwithaCapabilityMap Ifyouwanttotakeamoresystematicapproach,ourbestadviceistoworkwithaCapabilityMap. Capabilitiesaretheprocesses,systemsofknowledge,andspecificskillsthatafirmpossessesbasedonwhichitoperates,earnsrevenue,andcompeteswithotherfirms.CapabilityMapssummarizethecapabilitiesofafirmvisually.Theycanexistatdifferentlevelsofanorganization—fromanabstractlistofcapabilitiesattheenterpriselevel(suchasinthechartweseehere),oramuchmoredetailedvisualizationwhenfocusingontheparticularcapabilitiesoforganizationalunitsorevensomethingliketheITsystem. TheUNITEBusinessCapabilityMapDesignedby:DigitalLeadershipAG–BuildingontheWorkofBain&Company DownloadthecompleteBusinessCapabilityMappackage,includinginstructionsforputtingittoworkforyoutoday. DOWNLOADNOWFORFREE! UNITE-Business_Capability_Map 1file(s)2MB Suchananalysisshouldallowyoutodeterminethemajorityofyourfirm’srelevantstrengths.Tofurtherdeepenyourunderstanding,youcanconductamoredetailedmappingofspecificpartsoftheorganization.YourEnterpriseArchitectureteammayalreadyhaveamoredetailedCapabilityMapcoveringcertainaspectsofyourfirm. MoreinformationaboutCapabilityMaps–andatemplateforyourown–canbefoundinHowtoCreateInnovation. 3-WorkwithanOperatingModel AthirdalternativeistomineyourOperatingModelforstrengthsthatdistinguishyoufromyourcompetitors.Operationalexcellencemost-oftenoccursafteracloseexaminationofwhereabusinessisdevotingenergyandresourcesinrelationtothedesiredoutcomes. Youroperationalsystemmaybelimitingyouinwaysyoudon’trealize.It’salsolikelythereareopportunitiesforimprovementthatyou’remissing.Itmightnottakeanentirelynewoperationalsystemtomakesignificantchanges.Smalladvancescanhavebig,positiveorganizationalimplications,butonlyifyou’vetakenthetimetoreflectonyouroperatingmodel. TheUNITEOperatingModelCanvasDesignedby:DigitalLeadershipAG–BuildingontheworkofAndrewCampbellatAl. Yourdownloadisnowavailable! YoucannowaccessthecompleteOperatingModelCanvasPackage, includingafullpresentation,relatedmodelsandinstructionsforuse. DownloadNowforFREE UNITE-Operating_Model_Canvas 1file(s)2MB HowtoCreateInnovationhasextensivetemplatesandcanvasesthatyoucanusetoreflectonhowyoudobusinessandmoveyourbusinessforward.YoucanfinditonDigitalLeadership’swebsite. KeystoSuccessfulStrategyExecution Mostorganizationsdonotlackstrategy;theylacktheabilitytoexecute.ThisStrategy-ExecutionGapistheprimaryconcernofmostCEOs,with2/3rdsoflargeorganizationsstrugglingtoimplementtheirstrategies.Closingthisgapisparamount—afterallthebeststrategyorideaisnotworthadimeifyoucan’texecuteit! InsourcetheMostImportantElementsofYourBusinessStrategy Inthepast,manyorganizationsoutsourcedITinordertocutcosts.NowthesesameorganizationsarerealizingthatdigitalizationhasbecomethekeytoValueCreationandthattheyarelackingthecapabilities(andpartiallytheassets)toexecutedigitalizationeffectively.Thisconveysakeylesson:digitalcapabilitiesthatimpactyourcoreordifferentiatingareasshouldneverbe(fully)outsourced.Andwhatgoesfordigitalizationingeneral,alsogoesforaninnovationteam:youdependontechnologyandinnovation,sodon’toutsourceit. GiveInnovationaSpacetoBreathe Onceanideaisapproved,corporationsoftensetupdedicatedteamstomanageit.To“control”and“support”aninnovation,allkindsofstructuresandrulesareputinplace:governanceboards,Stage-Gate,reviewcycles,etc.Eventually,theinnovationteamistoldtheymust“useinternalservices,”oreven,“ITwilldevelopthisforyou.Justspecifyeverything,andthenitwillmoveintothebacklog.”Thisusuallyfinisheswith“theseareyourteammembers”and“nowwaitforheadquarterapproval.”Allofthiscomesontopofprocurement,legal,andHRmadness. Whathappens,ineffect,isthatthecorporationappliestheruleswhichguaranteeitsownsuccessfulcoreoperationtotheinnovationidea.Failuretosetuptheinnovationspaceasitsownentity(aquasi-start-up)leadstodireconsequences:typically,2+yeartimescales,veryhighcosts,atotaldependencyoftheinnovationteamonthecorebusinessandmuchlowerqualityproductsduetothelackofpivotingandcustomervalidation.Noinnovationhasaseriouschanceofsuccesswithoutfreedomfromtheparentcompany.TheCEOofaleadingglobalinsurancecompanywasspotonwhenhetoldus,“Whenyour(alreadyquitesuccessful)innovationprojecthas10,000customers,youcanbringitintoourcoreorganization.Butnotbefore.Wewillcrushitwithourweightandheavyprocesses.” Thetakeawayis,donotchaintheinnovationspeedboattoyourcorebusinesscontainership.Oversightandsupportcannothappenthroughthestandardmeansacorporationusesforitsownprocessesandprojects.Instead,createaprotectedbubblewheretheinnovationcanflourish. Ofcourse,thisdoesn’tmeanavoidingsupportorqualitychecks.WithDigitalLeadershipasapartner,wewillshowyouhowyoucanachievebothwithinyourstrategicexecutionframework. StartwithaCommittedandCompleteInnovationTeam Tosuccessfullyexecuteaninnovation,youwillrequireacommittedteam.Itiscriticaltounderstandthatthisteammustpossessafewkeycharacteristics. TheUNITEInnovationTeamStructureDesignedby:DigitalLeadershipAG Yourdownloadisnowavailable! YoucannowaccessthecompleteInnovationTeamStructurePackage, includingafullpresentation,relatedmodelsandinstructionsforuse. DownloadNowforFREE InnovationTeamStructure 1file(s)3.67MB Independence:Youwanttheteamtofunctionautonomouslyandbeindependentofanyexistingstructureormanagement.Otherwise,theywon’thavethefreedomtoexperiment,learn,andmaketherequireddecisions.Ifyoudon’ttrusttheteamtodoso,youhavethewrongteam.Independencealsomeansthattheteamisbetteroffiftheyhavetheirowndistinctanddesignatedphysicalspaceawayfromthecorecorporatestructure.Thatdoesn’tmeantheteamisinsulatedfromyourstrategicgoals.Theyshouldbeasconnectedaseveryoneelse,eveniftheyareexploringhowtosucceedwithinyourstrategyexecutionframeworkinadifferentway.Full-time:Youwanttheteamtobefull-timeand100%committed.Agreatwaytokillinnovationistoputacoupleofpeopleontheteamat20%or50%capacity.Inthissituation,theyspendsomuchoftheirtimecatchinguponwhat’shappening,thattheynevergetaroundtodoinganything.Buttemporarilyassigned:Innovationsdofail.So,itmakessensetoformtheteamwiththeassumptionthatitwillbeatemporary,project-basedgroup.Thishelpstopreventthemindsetthatinnovationisalinearprocessthat“must”concludepositively.Iftheideaturnsouttobeasuccess,youcanconsiderreformingtheteamonamorepermanentbasis,retainingsomeofitscurrentmembers.Strongdigitalcompetency:Someorpossiblyalloftheteammembersshouldbedigitalandinnovationspecialists.Deepindustryknowledgeordeepunderstandingoftheparentcompanyistypicallynotrequiredordesiredatthisstage;thisismoreoftenthannotanobstacletoinnovationratherthananaid.Entrepreneur-leader:Youwantatrueentrepreneurtoleadtheteam,someonewhohasbeenthere,created(digitallyenabled)innovation,andgrowth-hackedsomething.Youcertainlydonotwantaprojectmanagertoprojectmanagetheendeavorintoawell-organizedfailure. StartonaStrongFoundation Atrueinnovationmentalityisnecessarytosuccessfullyinnovate.Donotsettleforless.Successfulinnovationisdifficultenough,ifyoustartoutwithasuboptimalsetup,itwillmakeitmuchharder.Ifyoucreateastrongfoundation,youwillhavemoreconfidenceinlettingtheprojectunfoldasitneedsto.Alsoavoidstickingrigidlytoaplan:innovationinitiativeshavetoadjustcourseastheymakeprogressandastheteamlearns.Agilityiskey.Youcan’tforeseewhereyourinnovationwilltakeyou.Lastbutnotleast,avoidstrongdependenciesofyourinnovationinitiativeonthecoreorganization—atleastinitially.Youdonotwanttobecrushedbytheweightofprimarybusinessstrategyandcoreactivities. TheUNITEStrategyExecutionFramework TheUNITEStrategyExecutionFrameworkcreatesacommonfoundationthatprojectleadersandfieldandlineemployeescanusetoguidestrategicdecisions.Becausepoorexecutionissofrequentlytherootcauseoffailuresininnovation,theexecutionframeworkprovidesacommonlanguagethatdrivesinnovation. Asyou’llsee,mostorganizationslackaclearpathforinnovativeprojectsuccess.Wescaffoldallpossibleconcernsbydividingbusinessoperationsintothreeareas:non-coreactivities,coreactivities,andareasofdifferentiation. Youcanusetheseareasasyoustartstrategycreationtoinvestigatewhereyouneedtoinvest,aswellaswhereyouneedtocutback. TheUNITEStrategy-ExecutionFrameworkDesignedBy:DigitalLeadershipAG DownloadtheCompleteModelpackage,includinginstructionsforputtingittoworkforyoutoday. DOWNLOADNOWFORFREE! UNITE-Business_Capability_Map 1file(s)2MB HowDoestheUNITEStrategyExecutionFrameworkWork? Becauseallofthecanvasesandmodelswe’vecreatedundertheUNITEumbrellatakeaholisticviewofbusinessstrategy,webelieveanyonetaskedwithdevelopingacompany’sstrategicplanwouldbenefitfromconsultingourbook,HowtoCreateInnovation.ItincludesacompletemodeloftheStrategyExecutionFramework,includingthespectrumsconnectedtobuildingblocksofyouroverallapproach:theimportancelevelofcertainstrategicinitiatives,overallbusinessstrategy(fromacost-drivenapproachtoavalue-drivenapproach),andyouroverallbusinessfocus(fromimprovingyourcurrentcompetitivenesstodrivingdifferentiation). Thesethreecomponentsaredirectlyresponsibleforthesuccessofyourcompanyplansandwilldetermineyourultimatedestination.Weinviteyoutoconsultthebook,availablefromtheDigitalLeadershipwebsite. Inthemeantime,wecanlookattheactivitiesthroughwhichyourorganizationdeliversvalue,andconsiderhowtheyfitintotheStrategyExecutionFramework. Non-coreActivities Mostofyourorganizationismadeupofnon-coreactivities:entireareassuchasaccounting,forecasting,marketing,andHR,arenotevensector-specificandthusgenerallydonotaddtothedifferentiationofyourorganization.Intheseareas,youcanincreaseefficiencyordecreasecosts,butfurtherinvestmentintheseareasisunlikelytoaddtoyourcompetitiveadvantage. CoreActivities Yourcoreactivitiesareindustry-specificandareareaswhereyoupossessrelativestrength.However,hereyouarecompetinghead-to-headwithotherfirmsandarenotsuperiortothem. AreasofDifferentiating Nowcontrastthesewithyourdifferentiatingareas.Thesearetheactivitieswhereyouarereallydifferentfromothercompanies,andthustheyaretheareasthatprovideacompetitiveadvantage.Thesedifferentiatingactivities(andthusassetsandcapabilities)generallyrepresentasmallpercentageofyourtotalactivities(approximately2%–5%ofthetotal). Tosummarize,whenwearelookingforstrengthsthatsupportinnovation,weneedtobelookingforassetsandcapabilitiesthatarecoreor,ideally,differentiating,sincethesewillsupportyourcompetitiveadvantage. QuestionsForYourConsideration Asyoubegintothinkaboutsettingupaspaceforyourinnovation,it’stimetoreflect.Usethesequestionstoensurethatyouaresettingyourselfupforsuccess. Creatinganunfairadvantage Istheconceptof“unfairadvantage”understoodintheorganization?Hastheorganizationidentifiedbasedonwhichstrengthsanunfairadvantagecanbebuilt?DoyouhaveanunderstandingofwhichaspectsofyourbusinessareNon-Core,CoreorDifferentiatingastobeabletoadddifferentiationtothepointsthatmatter? ReadMore:UnfairAdvantage:Whatisit,andhowdoyoufindyours? StrategyExecution Haveyoucreatedatrueindependentinnovationsetupforyourinnovationinitiativeseparatedfromthecoreactivitiesofyourorganization?Doyouhaveaninnovationteamwiththerightkindofrolesandskills?Ifnot,wherearethegapsandwhatdoyouneedtochange?Doestheinnovationteamhavethespacetoact?Doyououtsourcetherightthings(inthenon-coreareas)? UnderstandingYourCustomers’Jobs DoyouunderstandtheJobs-to-be-Doneofyourcustomers?Whatareyoureallyhelpingtosolve?Basedonthatunderstanding,whoareyoucompetingwith?Whatcanbedonetostrengthenyourofferingandpositioning?Haveyousystematicallytestedyourhypothesiswithcustomersanddoneenoughpivotingtooptimallyconfigureyourproductandbusinessmodel? ReadMore:JobstobeDoneFramework,Theory,Examples,andStatementsJTBD Execution Doesyourorganizationhaveaproperlydefinedportfolio?Doesthisportfoliodifferentiatebetweencustomer-facingstrengthsandinternalstrengthsandthusstructuretheinitiativesinaneffectiveway?Doyourunasufficientbadgesizeofideas?Doyouhavecostsundercontrol?DoyoutrulybuildrealMVPsandthusworktowardsbuildingtherequiredinvestmentsecurity? TheUNITEBusinessModelFramework:AFrameworkforInnovationSuccess HowtoCreateInnovation includesanumberofcanvasesthatfocusonvaluecreationandfindingtherightbusinessmodeltomeetyour customersegmentandcustomerneeds. Theframeworkisbuilttoinspiredrasticchangesthathelpyou findacompetitiveadvantage. Ourhopeisthatyourcompanygrowsthroughbusinessmodelinnovation,andsoweagainencourageyoutolookdeeperintoourwebsiteandthebook. HereisasummaryofthekeyingredientsoftheBusinessModelFramework: TheUNITEBusinessModelFrameworkDesignedBy:DigitalLeadershipAG DownloadthecompleteBusinessModelFrameworkpackage,includinginstructionsforputtingittoworkforyoutoday. DOWNLOADNOWFORFREE! UNITEBusinessModelCanvas 1file(s)11.70MB BusinessModels Thecenterpieceisthe BusinessModelCanvas, whichcoversthe sixmainareasofaBusinessModel (theOperating,Value,Service,Experience,Cost,andRevenueModels). The eXtendedBusinessModelCanvas addstheimmediatebusinesscontext,includingBusinessDrivers,customers,andtheteam,aswellasthe UnfairAdvantage. DetailedModels ABusinessModelcanbebrokenoutintoitsnumerousaspects.Dependingonwhatchallengesyouface,youcanzoominonyourareaofinterestusinganappropriatetoolorcanvas: Your BusinessIntentionandobjectives aswellasyour MassiveTransformativePurpose summarizeyourdriversandgivedirectiontowhatyoudo.The ValuePropositionCanvas detailsthecentralcomponentsofyouroffering(theproductorservice).TodigintoyourCustomerSegments,workwith data-drivenPersonas.The JTBD CustomerJobStatementandJobMap frametheJTBDofyourcustomers.The BusinessModelEnvironment putsyourBusinessModelinamarketcontextcomposedofemergingtrendsanddisruptiveforces.The InnovationCultureCanvas helpsyouunderstandandconsciouslyshapeaculturethatsupportsinnovation.The Innovationteamstructure enablesyoutodraftateamstructureforyourinnovationinitiative.Using learningandgrowthmetrics, youcanmeasureprogressattheinitialstagesofdevelopment.Thesemetricshelpyoufocusonwhatreallymattersinsteadofcreatingadetailedbusinessplanthatwillnotreallyhelpyou.Lateron,youcanexpandthefinancialaspectoftheRevenueandCostModelswithafull businesscase.The OperatingModelCanvas helpsyouthinkthroughtheOperatingModel.BusinessCapabilityMap:APracticalBusinessApproach SocialShare Searchfor RecentPosts JobstobeDone:Theory,Examples,andStatementsJTBD JobstoBeDoneFramework:ARoadmaptoCustomerSatisfaction CreativityandInnovation:Differences,Examples&Definitions Joinover5,670 subscribers AndgetfreeaccesstotheUNITEInnovation&Transformationmodels Iwanttogetnewsandaccepttheprivacystatement.* PopularPosts JobstobeDone:Theory,Examples,andStatementsJTBD 15BreakingDisruptiveInnovationExamples InnovationvsInvention:Definition,Difference&Importance DiscovertheUNITEInnovation&TransformationModels OurmostpopularInnovation&TransformationTools DraftyourBusinessModelwiththeUNITEBusinessModelCanvas DesignyourculturewiththeUNITECultureCanvas GettheleadingUNITEInnovationApproach DiscovertheUNITEValuePropositionCanvas DrivegrowthwiththeUNITEExponentialGrowthCanvas InnovatewiththeUNITEBusinessModelInnovationPatterns Sign-uptogetyourcopyofourupcomingbook HOWTOCREATEINNOVATION Subscribe #innovation#transformation #brand#experiencedesign#digitalmarketing&sales#professionals/staffing#culturechange#organisationaldevelopment#execution#technology&engineering#aboutdigitalleadership WeareLookingforExpertsandEntrepreneurialPartnerstojoinourConsultingPractices! 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