Methodologies | 

| Frameworks | 

Framework / Organizational Assessment

Lavaux - OA

 
Lavaux OA redone.png

Framework / Corporate Strategy

Lavaux - CS

 

Services / Functions

Capabilities

Brand

Partnerships

Channels

Potential Value

Leakage

Value

Enhancing

(eg. causal

ambiguity)

COMPETITIVE

ADVANTAGE

CONTROL

COHERENCE

Ordinary Capabilities

Administration

Skills

Governance 

Ops

Dynamic Capabilities

Asset orchestration

Market (co)/ creation

Sense - Adapt - Re-configure

VISION

Mission

STRATEGY

Goals | Objectives

ORGANIZATION

Role of Corporate Office

Systems

Processes

Routines

Framework / Ambidextrous Leadership

... place your organization on the path for innovation

Lavaux - AL

 
Annual
Planned
Budget
Operational
Leadership,
ExCom
Innovation Board
Optimization
 
Existing  markets and technologies,
Coping with competition
Using existing business models
Traditional
Technical
fitness
Exploration Unit,
Innovation Board,
CSO
Strategic
Investment

Market re-shaping,

 

New technology-based business models

Create new

business models

Scaling & Re-engineer new business models
Transitioning

Evolutionary,

Sense-Adapt-Shift,

Entrepreneurial

Ambidexterity
Open collaboration,
Generative sensing,
Strategic innovation repository,
Agility

Framework / Strategy Planning

Lavaux - SP 

 

Framework / M&A

Lavaux - MA 

 

TARGET's Intrinsic Value

Market Value

Value Gap

(Value to target shareholders)

Value to acquirer’s

shareholders

M&A Price Formation

Acquirer Purchase Price

Synergy Value

Revenue

2-3% of combined

sales Y1

Cost

10-15% combined cost base

Capital

10-15% excluding asset sales

L1 Post-merger Capability

CAPABILITIES

Combine

Align

Extend

ACQUIRER

TARGET

Required to be a viable competitor, focused on efficiency, meet industry standards.

FOUNDATION

FOUNDATION

Required to be a viable competitor, focused on efficiency, meet industry standards.

Impact customer choice, shape economic profit.

Are not necessarily defensible.

CORE

CORE

Impact customer choice, shape economic profit.

Are not necessarily defensible.

Distinctive

(VRIN-type)

Adaptive

sense-adapt-shift

STRATEGIC

STRATEGIC

Distinctive

(VRIN-type)

Adaptive

sense-adapt-shift

Framework / Operational Excellence 

Lavaux - OE 

 

STRATEGY

Levels: Corporate - Business Unit - Regional - Functional

ENABLERS

OEMS

continuous improvement

best practices

culture of compliance

capital and labour

productivity

complexity management

standardization

discipline

economic profit

eg. ROIC>>WACC

predictability

complexity management

optionality

pricing

operating costs

DIMENSIONS

Competitive

Financial

Operational

Organization

3

1

2

A

L

I

G

N

IMPROVE

CHECK

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