# Drive impact across your business - Strategyzer's next chapter

## Метаданные

- **Канал:** Strategyzer
- **YouTube:** https://www.youtube.com/watch?v=7YXQguVm6ak
- **Дата:** 10.04.2026
- **Длительность:** 56:24
- **Просмотры:** 399
- **Источник:** https://ekstraktznaniy.ru/video/50921

## Описание

In this webinar, we shared our organization's journey and how we've evolved from startups to impact various business aspects through our methodologies. We introduced our upcoming master class series focused on value propositions, business models, and enabling organizational change. I encourage you to sign up for these master classes, as they will provide hands-on experience and real-world feedback. Additionally, we discussed our playbook library, which is designed to help teams apply our tools effectively. Please share your thoughts on topics you would like us to explore further.

00:00 Welcome and Introductions
01:47 Company Journey Overview
06:17 Upcoming Webinars
10:53 Strategizer's Evolution
13:23 Principles of Effective Tools
33:12 Organizational Change Focus
36:13 Defining Buy-in for Change
43:34 Playbook Library Development

More information at strategyzer.com

## Транскрипт

### Welcome and Introductions []

So we're going to start u by just talking about the journey that we've been on and then Alex will talk a little bit about the strategizer principles that inform how we work with all these various businesses. Uh and then we'll talk about topics of interest you know new topics of interest that we've been working on and things that we're interested in. And on that I will share some of the new work that I've been doing on organizational transformation and now we're building methodology around that. And then Alex will also talk about the different formats that we use when we're working with organizations. And we'll also celebrate the things that we're really uh excited about um and as usual as well answer your questions uh while we're uh engaging together. So let's start with our first menty poll for the day. Alex, uh maybe you can uh share your screen or maybe you can get spotlighted and I'll stop sharing my screen just so that we can learn about who's here today. — Okay. So, I just shared it and I'm going to get out of the way. But what we did not do is now show the QR code. Huh. Maybe we go maybe you go back quickly to share the QR code while people are already — No problem. Because even if I'm sharing my slide, it'll be okay. So, let me share that. — There we go. — So, we already got a couple logged in and apparently we didn't set it up so the QR code would show on the thing. So I think now — anybody who's uh yeah can use the menty. com link as well. So maybe we can uh — go to the store — see who's here — and let's see who's here. Can we just spotlight Alex only so that we can see who's here. — Okay. And I'm going to get out of the way. So I know at least one business leader who I talked to today a CTO of a company who said he's going to join.

### Company Journey Overview [1:47]

This is very nice. — That's cool. Got quite a few. Yeah. Couple of leaders, — innovation people, — coaches. Yeah, we got some — some interesting ideas also for coaches that we're going to share. — Exactly. Product leaders, — sales leaders. Great. — Tech leaders. — Yeah, we've actually had a big uh big uptick in marketing. So, interesting to see that. Quite a small group, but we've had a lot of contacts from uh marketing leaders in enterprise. Awesome. — Yeah. No, that's No, this is awesome. Thank you everyone for joining and just the variety of interest is also good for us because we're trying to spread our wings, right? You know, and sort of start impacting various aspects of business. So, it's pretty cool that we're getting um this much interest of folks joining uh joining us for this particular webinar. All right, so moving right along. Uh one of the things that let me just go Oh, right. There we go. One of the things that we're really excited about is the masterclass series that we're launching. And we're trying to really design these so that they have an impact beyond just talking about our tools, but they have an impact on businesses and and and various business um aspects that we're kind of focused on. So the first master class is going to get delivered by Alex. It's going to be on value propositions that win in the market. And then the next one after that will be how you out compete through business model advantage. And then the final one I'm going to deliver on how you enable organizational change uh through momentum. So you can sign up for one of these master classes or you can also get the bundle where you can get access to all three master classes. In addition to that you can also join the master class um as a team. So if you want to get a team quote uh please get in touch with us cuz um you can take one master class or combine all three um but you can actually join as a team and I think joining as a team is really good because you get to learn the methodology together and then you can also apply the work to the projects you're working on and then that allows you to move faster and actually produce results together. I don't know Alex if you have anything to add on the master classes. — Yeah, so it's a big and I'm going to talk about this a bit at the end. It's actually quite a big shift because um uh you know we've been against this for a while because it's much harder to handle that teams can work directly on their own business on their business content in this case on their value propositions. — So we made a pivot. I'm going to tell um everybody a bit more about this. So teams can work on their own value proposition or individuals. And if you don't have a value proposition that you want to work on, we are going to give you a fictional case. But what is really cool is this is very hands-on and you get feedback from us on your real work at, you know, I'll say it at an extremely attractive price. You know that you never get any consulting maybe at one hour for that. So we're trying to make it as attractive as possible um to show people what we're you know what we're really up to these days. — Yeah. No, and it's wonderful, right? Because it's more than just learning the tools. These particular master classes are designed to help people learn and apply. So there'll be some pre-work and then there'll be some sessions and then people will get a chance to apply the work and then we'll get back together again and give each other feedback. So it's going to be quite a powerful way to learn and apply the toolbox that we've developed here at Strategizer. So very much looking forward to that. Okay. So now we can also talk about what's actually coming up in terms of webinars. Uh we have upcoming webinars on April the 22nd. and we're going to have a product showcase where we're going to talk about our playbooks, the this the strategizer playbook. And so whether you whether you've already subscribed to our playbooks or whether you're thinking about it, this is going to be a really nice showcase where we're going to show you what the playbooks can do. So it'll be a kind of a live walkthrough with our CTO Ashley together with Alex really illustrating how you could really uh use our playbooks to sort of move your work forward. And then on May the 6th, we're going to have a really cool I'm looking forward to May the 6th, by the way. There's going to be a webinar on what great value propositions look like. So, we're going to be showcasing different examples, real life examples from Google, Adwords to various types of value propositions to kind of show you the anatomy of what a good value proposition looks like. And so, you can learn that from us. So, if you want to join these events, also scan the QR code and we look forward to seeing you um at these events. And I'm excited about those because I'm actually collecting

### Upcoming Webinars [6:17]

some new value propositions in AI to really show some companies that created great value propositions around you know using AI specifically and uh I think it's quite interesting to see a lot of these are actually um AI native companies and some of them are corporations that have uh worked on AI. always a bit harder to showcase the stuff we see in corporations because they're working on it. It's still very private, but there are a couple of public cases out there in particular AI native companies that we're going to showcase as well. So, it's going to be fun. — Yeah. No, that's going to be cool. I mean, it really showcases this whole idea that having a cool technology is not the same thing as having a value proposition. You then need to actually, you know, transform the technology to something that creates value. So it would be great to actually share um you know this this anatomy of what great value propositions look like. Okay. So let's go to what we're thinking about the strategizer. Strategize this next chapter. So I joined strategizer in 2018 and a lot has happened and changed over that period. But right at the beginning uh it was methodology and tools. So you know the business model canvas, the value proposition canvas, the books around that and strategizer was really well known for creating these groundbreaking methodologies and concepts so easy to use, really impactful, easy to adopt and these concepts were really adopted and they actually spread they spread globally and that was the first decade right from 2000 to around 2010 and then from the from 2010 onwards um we were more like a consulting company training some e-learning learning with a little bit of software. So we used to run enterprise programs. We still run enterprise programs today. But we also had we used to call the cloud academy which was our e-learning and we were doing some experiments with with software and the topics we were really focused on was more like strategy growth and innovation and we were consulting with a lot of large corporations and helping them develop their the innovation ecosystem. um actually in 2010 is when the the company strategizer was um was was registered and it was also around that time when I also joined the organization and then more recently we've started um working on strategy and growth but using our technology platform to sort of create these playbooks that we use to coach. So we're now transitioning or we've been transitioning towards being becoming a tech- enabled strategy and growth consultancy with enterprise coaching programs exclusively run on our platform kind of welldesigned into in into playbooks that that companies can use. And today we're going to really start talking about the future what we're thinking about right creating this playbook library working on and how we're disrupting ourselves as an organization. So because we want to become a true platform company where we have this all access playbook a library that's designed for individuals teams and coaches so they can actually you know adopt our methodology and apply it um to their work. So that's the journey that we we've been on and Alex I'm going to hand over to you to sort of say more about this but also talk us through the strategizing principles that have informed some of this work that we've done. But before we go on, I'm curious, Tendai, with this slide uh when you joined, tell me maybe one of the things um that struck you most, you know, coming from the outside um being really good, already having a following, thought leader um you know, when you went came to the inside to a certain extent, right? Yeah. So, I'm curious what how you felt about that because it's a funny I found it interesting the way you frame it. — Yeah. I know it's it's really interesting, right? because I joined around in that consulting training e-learning software era the 2010 uh to 2021 era and I want to stop sharing cuz I actually want to say this just straight to you which is well what was fascinating for me was on the from the outside looking in it looks like it's just simple methodologies you know blocks here and there and then you just you know do sticky notes and I was when you come into the organization and you look under the hood I was blown away by the amount of work that goes into creating and designing this toolbox box, creating and designing even just a slide deck for a workshop. Like there's so much detail. So by the time that you know our clients get to experience it, it's sort of easy and seamless, but the struggle in the background is so real. And we spend so much time and so much effort just working on it. I was it's almost like simplicity on the other

### Strategizer's Evolution [10:53]

side of complexity, not just simple stuff, right? And so that's the thing that it's I mean only now like eight years in do I even feel like I'm kind of up to par now with like understanding how to even design the work in the way that you know you and Eve have been doing for a while. — Yeah. And it's a big heritage from Eve right that you know conceptual thinking and pushing the boundaries can we make it simpler simpler not simplistic right the famous quote by Einstein and I'm going to talk about that a little bit you know shifting towards um you know some of the principles because I think it's important to understand you know when we're talking about you know who is strategizing where are we going and these are principles that we shared at the strategizer boot camp where we had a group of 30 practitioners, 32 practitioners who joined us and because they wanted to get up to speed. And one of the things we actually now start to do with those strategizer boot camp participants is we're starting to share uh not just the tools and so because those are available anyways and the playbooks, we're actually sharing the slides and you cannot imagine some of the things that go into the slides in terms of obsession of how animations work. just so the cognitive load goes down. So I'll give you five principles and then you're going to score yourself actually on those principles. So the first one is really um this no blah blah. Now just think back to those moments where you've been in a meeting and it hasn't been structured or even worse a workshop. well. We don't use any visual tools and we just talk, right? smart people, experienced people in a room and just not having a structured great conversation that gets you to an outcome. So, one of the things that we tried to do over the years, this is our, you know, heritage is that we use tools and frameworks and we're actually pretty obsessed by how to make a good tool. So obsessed that we created a framework to assess tools. And we won't go into that. That's a whole different story. But one of our team members, Kurt, is actually going to go into this a little bit and make some of those things accessible as playbooks in our strategizer playbook library. But the big thing here is that when you start to use good visual facilitation tools and you structure the session well, the blah goes away. You still have conversations obviously

### Principles of Effective Tools [13:23]

but you get really good at things. So this is a little sketch that I made, I think 10 years ago, but the principles still apply. So why do we need these visual tools? Because we can go from abstract to talk about concrete artifacts. Because if you just say business model, people don't even know what it is. Or you say organizational culture, even worse. But when you make it concrete and you visualize it, you're having a concrete conversation. What you also do here is you create a shared understanding because somebody coming from technology around AI, somebody coming from marketing, somebody coming from finance when they talk value proposition, you can be sure they're not talking about the same thing and they don't have a shared language unless you create that. You provide that. Now the other thing what happens when you use visual tools and processes you can really get people to participate quickly and you can structure the conversation without killing creativity because it's much easier to use visual tools. So you know we make fun of putting up sticky notes and sometimes people say oh you're going to those guys who put up sticky notes. Actually when you do it the right way it increases productivity by a lot. It's not about the sticky note. It's about the conversation you have. And what you really can do well, I mean, you can use visual tools in a slow way. You know, three hours on a business small canvas is rarely a good idea, but you can speed up the process. And we're going to give you a couple of ideas there as well. But just to kind of go into example of a very practical way where you know in particular when it comes to value propositions where we're using a relatively simple visual tool to get people to have a better conversation. Think of a B2B context. You're Kimberly Clark. You make bathroom installations for public buildings. Um who is the customer? Seems like a trivial question. Actually, it's not in B2B and often even now in B2C. So, you have the end users, right? Two end users here, different segments. Well, do we make a value proposition for them? Maybe. Um, should the building owner who's the beneficiary, but maybe not, you know, the user to a certain extent, but you know, not the direct financial beneficiary, but a beneficiary if the cost of maintenance goes down. But then well probably we want to look at well those who actually make the building. So the you know contractors who build and the decision makers the economic buyer in the contractor's organization. So you can see how this can get complex really quickly. But then you probably also want to think about channel partners. Okay biggest maybe one of the distributors of these kinds of installations. Maybe you know the biggest service provider in this context. maybe government organizations or not for-profit organizations who become influencers and recommenders. So this is actually not such a trivial question and we see this with a lot of our clients. They can't answer it and often they just look at the in quotes just at the user rather than asking did we create a value proposition for the decision maker so that the sale actually can happen. So you have this you know whole list of things. Well, what do you do? Have a conversation or this is what we do with these teams within 20 minutes, 30 minutes, they map out the ecosystem, the customer ecosystem and have a conversation around that. So these are very powerful visual techniques. A lot of you know times people who work in the design profession they know this but the more we move towards business and you know hardcore kind of business conversations we tend to not use these tools. So we infuse them again not just in innovation but you know really when we're talking about value propositions and all those things. So that's the first topic. The second topic is that we're so obsessed by concepts that it's not about creating random tools and concepts, but really thinking coherence. How do they integrate? Business model, canvas. Well, zooming in to a level of abstraction lower. I'm going to look at now the customer and the value I create for that customer. It's not the same level as the business model where we're looking at how we're creating value for the company. Now we're looking at zooming in to more detail how we're creating value for the customer. Then you might zoom in another level below where you make you know customer journeys or service blueprints or you can zoom out your portfolio of business models. If you're a large corporation like Nestle or Honeywell you have a portfolio but actually even strategizer small organization we have a portfolio of products for a long time. We had portfolio of products with different business models and now we streamlined that. Then you want to look at the business small context. You might want to look at the, you know, corporate identity, the culture. So when we look at these tools, we really make sure it integrates. And what that allows us to do is create insane clarity in an organization from the leadership top all the way kind of to the bottom of the teams and the other way around, right? Because it's bottom up, top down, left, right. You want to create this transparency and clarity. So quick example is showing how these tools work when you go from opportunity all the way to real business where you scale it. So this is a couple of slides that I used um in a pitch to a large company around value propositions saying well when you go from left to right whole process exploration and implementation you actually have two big tasks. The first one is business design where you use these visual tools to create a shared language. The second one is testing these ideas. So this is more than in the innovation space exploration where you create a discipline of working with evidence to show this is not just a great idea. We have evidence that proves that. But here's where it gets interesting where the tools need to come together. And this really resonates with people when you start to show okay in the process we have different tools. Here's how they fit together. Validate needs customer profile. Validate willingness to pay. Now we're zooming out to the business small canvas. One part. Now we zoom back in to validating the benefits. How does the solution work? Then we zoom back out again and we look at the channels going to market. And then we zoom out even more and we look at feasibility more the technology R& D domain. So we always make sure this is clear from A to Z. Right? So integrating this whole kind of thinking across the board all the way sometimes when you need to testing desiraability feasibility and viability showing how these tools fit together. So I went pretty fast because today it's not about going into tools. Some of you probably we lost who are new to this but the point is here is that when you start to work with people and you have this coherence people never get lost. Right? The last uh second last I think high energy and participation super important when you structure a meeting or a workshop that you don't just talk like me right now but we're not running a workshop we want to share a bit right so example very simple we apply this to ourselves obviously when we have a town not a town hall but you know a a quarterly company call we make sure that everybody participates so we'll have visual sessions where everybody goes into a breakout room, starts to put up things is not just blah blah is really making these things explicit and then when you get back to plenary you can see the whole picture of what everybody did. This is the art and some people are good at this. Some coaches Designing extremely good sessions not just in innovation but in growth in culture in managing your organization in managing the team in managing coherence. And a big one that Tendai actually referred to we avoid cognitive murder at you know any cost. These kinds of slides they'll kill you. So we go to simplicity and clarity. I'll give you a silly example that resonated actually more than I ever thought. In B2B, we use this tool called um value scenes. So here in the process, you know, step-by-step approach. We get teams to visualize how they're creating value with a simple storyboard, one technique, right? So there's several techniques and one way to do it is say, "Hey, you have a technology. Tell me when there's a moment of need and what solutions exist today where your technology or your value proposition could create value. So you show today and then you show tomorrow with your value proposition. Now let me give you an example and I thought it's a bit controversial but it's actually very timely and good that you know we're in negotiations and not inbombing people down back into the stone age. What we is a presentation I did for a defense company where we actually used this technique of a storyboard where we said okay you might have a moment of need you have you know uh the US you have the Gulf states who are looking for solutions you know to um defend themselves against the drones today the big challenge is the solutions today a lot of them cost a lot of money so it costs you sometimes 10 times or more money to shoot down a drone because drones are cheap, cheaper. So the, you know, um, technologies we had in the past are just not adequate for defense. So now you look at some of the startups in this space. Whoops, that was a bit too fast. I think you see. Ah, okay. I have to show it this way. Um, take this one away. Some of the startups in this space like Robin, they have um extremely you know interesting technologies that actually solve the job and you know what they came from bird detection technology. So really interesting to show yesterday the technologies from yesterday don't work for today's problems but today we have a solution if you're Robin that actually works because we come from a long track record of solving these kinds of challenges. There's a bit of a hiccup. Sorry for the animation. Last one and this is where um Kurt uh one of our team members really kind of led the way with a presentation that he put on LinkedIn where he shows that iterative work is extremely important strategy and innovation. Um even in culture you want to rapidly iterate from a solution that you don't know if it's going to work to a solution that actually is ideal. So the example he gives, you can just Google um Kurt Boslar. Um we'll actually we should post the link. Maybe somebody from the team can post the link to Kurt's LinkedIn post in the chat. He shows the difference between uh NASA and SpaceX. You know how one has a history of prototyping and actually blowing stuff up and one has more of a history of planning and execution showing that the cost per launch was very different you know over time when you compared NASA. Same actually goes for you know um entertainment companies like uh you know Toy Story when they were building it. They were going with very early storyboards. This is how we for example do strategy rather than overthink prototype your strategy and make it work before you go into something kind of more uh detailed. So um example here um what uh we do uh often very quickly is uh we what we make prototypes. We have some that we put in our library. This is actually the strategizer playbook library. Um we're putting here I think Kurt is actually working on this one. He's launching the assess the risk profile of a project um so that you can prototype ideas uh test them and score you know how close are you from idea to real project and then also kill them. So the kill rate is super important that you also are willing to kill some of your projects. So that is upcoming. Uh the last one, short and rapid exercises. Google Edward Dabono's thinking hats. What I do personally with leaders when we talk about, you know, strategy, we do a five-minute feedback session, which is much more efficient than 30 minute conversation. You ask questions of clarification for two minutes with a green hat. Then everybody with a black hat says what they don't like about this strategy for one minute. Everybody for one minute says what they like about this strategy. And everybody talks about improvement for one minute. That means in five minutes you had awesome feedback. So why are we showing this before I hand it over to Tendai? Super important. Actually we do have a menty poll, right? Um super important that um you apply this across the board. These techniques work for strategy. They work for value propositions that you're managing that you're coming up with across the board. seems common sense but it's not common practice. So we'll show in the formats at the end how we bring this to the world. Um ta should we do the menty just so everybody can — yes absolutely we've got time. Yeah let's do the menty. — Okay so let me just see if I can — Diana doesn't believe that feedback can be done in a minute but actually we do it in a minute. Yeah — 100%. I can guarantee you like I won't mention the company but uh one of the biggest beauty companies on the planet. I was pretty impressed by how we manage you know alpha male and female with that because once one thing is important when you give the feedback people have to just listen not respond because if you open it up to response and debate at the beginning you're dead. That's for sure. — Yeah. — Okay. So what we want you to do is just score yourself on these principles. — Fascinating. — We got quite a few who are logged on who are scoring themselves. So here we got a good group. You followed a lot of Strategizer webinars, master classes, and boot camps. So we do actually have a strong faction of people who've been to our events who join. So that's wonderful to see. — Yeah, it's the coherence one, right? Can you see that? Like one of the lower scoring ones is — all that integrated connection between the concepts which is — Yeah. One of the fascinating beauties of using our tools is you can actually really connect the dots from value proposition to business model to — portfolio to business environment — with a thread where everything is kind of interconnected. — This one is the one I think has a lot of potential speeding up, right? Just also the comment that came you can't do feedback. I can guarantee you um in all of these sessions when I use that five minute mechanism is never more than 5 to 6 minutes. Actually it's generally around four minutes with the most you know alpha participants that you can imagine from the planet. So some of these techniques we just know that they work and the reason is also because we failed a lot before we got them right. So — yeah, exactly. — Cool. — I'll hand it over to you, Tendai. I think this was nice to get a — No. Yeah, I know. That was nice to kind of share that and then and I'll and I and I'm not going to focus on, you know, the the new topics of interest that we're we we've been working on. So, you know, moving beyond our startup roots, our design thinking roots, our innovation roots and kind of spreading our wings into various aspects of organizations from strategy to to to journey mapping and now we're also uh you know paying up paying attention to the topic of organizational change and and transformation. And so the work that kind of I've been doing together with Alex is how do we enable change and how do we apply some of this sort of structured methodology to help leaders drive change within their organization because we've never known more about change and yet transformation is still incredibly hard. Uh you we have a lot of frameworks around this. There's cot eight steps which is a quite a popular framework that's used for uh for for driving change. We have prosize add car model that's also used for driving change. Another interesting one is bridges transitions model also used for driving change. So the there's a lot of models and these are three examples but there's so many more examples all the way from like Lewins model, Burks model, Mckenzie's model, the cat model from GE, the Hitz brothers of their own model and the experience change model. So many models driving change. So we've never known more about change and yet transformation is still incredibly hard. Why is that the case? I mean, the number of change models actually led the folks at Experience Point to publish this article where they're like, "What's the deal with all these change models, right? Why are there so many of them? And why is there so much overlap between all these change models and yet adoption is still very low and just applying and using these is actually very hard. What we've noticed in our work where we try and enable change particularly around innovation and transformation is that there's actually a really big gap between how leaders plan change and how people experience that change. And so what we're trying to do is we're trying to kind of bridge that gap. Um and so the question that I've been trying to sort of deal with is what if our transformations were run less like programs and more like social movements? What would that actually feel like? Right? because the way we plan change and execute our road maps may not be the way that you know people feel about how the change is going on. And so the idea that we we're kind of playing with at the moment is what if we focused more on creating momentum rather than just executing the uh you know the the road map. What would that look like if we focused on creating momentum? Well, one of the concepts we're working with is what if we did what do we what if we designed the activities that we do around the change to produce the kind of visible results that then create the level of buyin that that kind of then allows people to sort of participate willingly in in the change. So when people buy in it allows you to do more activities that create more visible results then also increase in increase the level of buyin. So this is the thinking that we've been doing in terms of trying to trying trying to design a strategize a toolbox for driving change and and transformation. So we are building tools around designing activities and creating measurable results. But for this session I'm just going to give you a quick example of the framework that we're using um to talk about buyin. So, so far we we've been defining buyin as a combination of two things. Um, and uh, and these are evaluation and participation. And evaluation is basically the view that the change that we're working on is a good thing and that it's a legitimate thing for the organization to be doing. And participation is really about people actively advocating of for the change to others and also actively contributing to its success. And the principle that's driving our logic here is that if you

### Organizational Change Focus [33:12]

have one and not the other, you don't really have buy in. If you only have evaluation and not participation, you really don't have buyin. You need both. And so when we start to map this out, it allows us to create a kind of 3x3, right? And so this 3x3 is what we've been using to kind of drive conversations, right? And so with this 3x3, you can map participation on one side over here and evaluation on on the on the other side. And what that allows you to do is to then create scoring, right? So with participation, you can have negative participation where people are negatively contributing to the change or they can just be neutral or they can actually be making a positive contribution. And then in terms of evaluation, you can also have people having a negative evaluation of the change. I'll use red there. or they can be neutral, right? Or they can also be positive about the change. So now with this kind of layout, it allows you to have what I'm calling or what we're calling the nine personas of change. And the first one, which is the more interesting one, are the bystanders. These are the people that are just watching and waiting to see what's going to happen with the change and the and the transformation. They're neutral in terms of their participation and evaluation. And then beyond the bystanders, you have your opponents that are kind of neutral in their participation. They're kind of just passive. They have a negative evaluation of the change, but they're passive in terms of how they're, you know, um participating in the change. They're not actively resisting. Their resistance is much more passive. You have blockers that are kind of neutral in their evaluation, but because they kind of don't like the way the change is going, they could be actively um you know, working against change. On the positive side, you have people that are neutral in terms of thinking about how the change is going, but they're kind of dipping their toes in and cautiously experimenting. And we call these the testers. If they have a good experience, they could become champions of change. And then finally, you have these supporters of change and these people are giving passive approval of the change. So, they have a positive evaluation of the change, but they're not yet actively participating. I've been in these situations where leaders are giving, you know, private support for change, but they're not actively contributing to making um the change happen. So, what that does is it leaves out these four personas that I haven't called out yet. So, these uh four empty boxes, and I'd like to see what people think about those four boxes. So, there's four other personas missing. One is saboturs, the other one is prisoners. Um, and then the next one is objectors. And then the last one are the champions. And so what I'd like you to do is you can see I've labeled letters there A, B, C, and D. If you could just type into chat where each one of these goes. You know, is our supporters two or three or four. Our prisoners If you could just quickly type in chat the letter and the number that kind of matches uh that. So, I'm just opening up chat to see what people are

### Defining Buy-in for Change [36:13]

saying. — And I tell you the first time Tendai showed this for me this was like, oh, this is a home run. This is exactly the kind of thing that you need to be able to do in organizations to identify you know what type of people are we dealing with so that you can bring them on board on the journey is very cool tend what you created. — Yeah. Exactly. I mean, this is and it also allows us to really think deeply because sometimes bystanders can be treated like opponents when they're just bystanders. And the way you treat bystanders could then lead them to become opponents because you're treating them like opponents when they're not, right? And so it's really important to make sure that we're really classifying and and dealing with our stakeholders the right way. So anyway, here's the final map of the uh nine personas. You have your prisoners there, people that are reluctantly complying, maybe due to some incentives, but they don't like the change. You have your sabotars who are both actively resisting and negatively evaluating the change. A really interesting persona for me are the objectors. These are people that have a positive evaluation of the change, but they really don't like how the change is being done. These are likely champions that have participated and maybe been burnt before, and you need to be able to actually bring them along. And then finally you have your champions and that's the full level of buy in. And so then the question becomes okay you've met the person owners what are you going to do with them right and this is where it's really helpful to think about how you activate or use this kind of map and I've been doing research on this and Greg Satell has got a really great book called cascades where he talks about how most change leaders waste their time fighting the wrong battles right they spend a lot of energy trying to convince their fiercest opponents right where whereas actually momentum in change comes from activating your allies and maybe engaging it the persuadable middle and Griffel makes this distinction between active allies, people that are committed and already actively helping, passive allies who so support your idea but are not participating. And then you've got this persuadable middle, the people that we're calling bystanders who are undecided and waiting to see what happens. And then you have this passive opposition, right? Skeptical but not actively fighting. And then you have your active opposition that are vocal critics that are actively resisting. And so this is again quite similar to the distinction that we're making because if you think about your bystanders, you could think about these as the undeciders, right? So there's a way of handling that uh group of stakeholders. Uh if you think about your prisoners and your objectors, these are people that are ambivalent. They're positive on one angle and negative on another. Positively contributing but not liking the change or positively evaluating the change but not actively contributing. So these are your ambivalent stakeholders and you have to think about how to work with those. And then you obviously have your the people that are opposed to the change, your opponents, your sabotars, and your blockers. And then you also have those that are aligned with the change. Those are your champions, supporters, and testers, right? So you really have to think about how you deal with this with these clusters. And what I love is Greg Satell's suggestion is you don't try and move everything all at once. The goal is to just focus on moving people one step along the spectrum. just Maybe try and get them from being bystanders to becoming supporters. prisoners. Give them a positive experience that makes them testers. Maybe move objectives from objectives to supporters. There's you just focus on moving people one step along the spectrum. And what we're doing right now is we're working on a new playbook to support that kind of work of how do you move people from being bystanders to becoming champions. And so that's one of the playbooks that we're we're working on creating right now on the strategizer platform and we're kind of looking forward to you sort of joining that and and seeing if you can actually use it. And so Alex, I'm going to go back to the menty again, right? Because I gave one example of these new topics that we're interested in, but we're also interested in what, you know, people think about other topics that we could be exploring beyond what I what I've been sharing here. And so if we could just if we could spotlight only Alex and people can go on the menty poll to see um you know to share with us what they would like us to put in the strategizer uh library. So the strategizer library is kind of where we're putting all of the processes and tools and methods that we've learned not so that you just learn about them but so you can actually apply them. Right? So these are not courses. These are um applied we don't even know how to call them other than in our language playbooks and playbooks so that you know like they used to be PDFs. books. We turn them actually into a platform uh where you see discover concepts like concept like tend I showed you and then you immediately apply them. So here we're just asking you to distribute a 100 points. I don't know how you how intuitive the user interface of menty is, but it works pretty well. So, um we'll see tendi if the one you were talking about since you had the prime spot to kind of pitch it — exactly is coming out high. Right. So, this will take a little bit of time, but it's very powerful, I think, you know, for us to also start to work on some of the things that um we hear from you that you like. I have a a long list of things, playbooks that I need to create. Working on one on alignment that um we promised people for a bit of a while. So, I'm actually actively working on that one these days. — Uh so, let's see what's coming up the first 90 days, right? — Yeah. There's a comment on the uh on the chat. Someone says, "I feel like we're getting moved just one square right now. " That's funny. — Okay. Look at that. Um, okay. So, what I like, actually, what I think interesting is that the AI ones are not too high. So, um, I'm a big fan of AI and how to use it. But I also think that number one, we're struggling more with the business fundamentals than actually using AI to apply those business fundamentals. So, — right, — good to see that this group seems to be advanced. Uh, B2B offers. — B2B offers. Yeah, exactly. I mean it's great that that's something that you're prioritizing and working on, Alex, right? The B2B offers — 100%. And it's because we're seeing a lot of the larger clients um struggling with their offering management. So what we're doing with the playbook library is taking what we get to do with large companies and democratizing it right for the rest of the world. That's kind of the idea behind our uh strategizer playbook library. So that you know these playbooks are not just accessible to large companies where we've been running them on our platform for quite a while. — It does require a bit of architectural change. So bear with us for those of you who uh you know are joining now. I think we're in a very exciting product transition. We got 126 people who responded and scored. Wonderful. I think we'll — thank you. — We'll take a couple of minutes um kind of just for that next topic. We will probably run out of time for two Q& A but uh you know where to reach us on LinkedIn. So let's have a quick look at

### Playbook Library Development [43:34]

formats because this is something we're quite excited about. This is a journey that started a couple years ago where you know today we still do this but we're shifting away from just this right so tendai called this tech enabled services um where we with our coaches with the strategizer coaches we run these playbooks uh on our platform with our clients so this is all strategizer for mainly our clients or large organizations well we thought two challenges there. Um they have to spend a lot of money on our consulting but ultimately what we want is we want to you know make these companies uh help them figure it out on their own because it's a lot more scalable and uh it's more affordable. But what we also said is what if coaches independent coaches could bring this into organizations on their own. So, and this started a couple years ago, but I think it's only with the playbooks kind of this year that we really started to figure it out where we say, well, you can get access to our playbooks on our platform. Even if you're our client, we're going to show you how to do this with your people. So, you just need our playbooks and very quickly with people who haven't been trained for extremely long. You're independent. You're autonomous. But what we started also with the strategizer boot camp in January, we said, well, it's not just for clients. We also want to make this accessible for any coach. And what do you need to do? Nothing else than go to the strategizer website. You can see the playbooks. The playbook library is growing. It's relatively uh decent, but it needs to grow more over the next couple of weeks and months. You can use all of those playbooks with your clients. they get access, pay a small license fee. It's $300 per person, but you as a coach because I saw there were a couple of coaches here. You can do this with uh your clients. And interesting is also we're seeing leaders who want to do this with their teams. So they're excited leaders, you know, in a smaller organization with 10 people, 100 people, sometimes up to thousand people where they take it on their own to just introduce this playbook in a meeting because we're not just giving big processes, you know, away in these uh playbooks. We're starting to really create the smaller ones as well down to what you could do in a meeting. That's the philosophy that we're working towards. Okay, we're not where we want to be, but as Tendai said, this is what we're building towards. building not just software platform but building also in terms of playbooks which is more about you know workspaces that are pre-structured like you might know from tools like uh like mural then the last phase this is the one I'm really excited about and we gave access to a small group of beta tester coaches and companies who want to design their own playbooks so it's not just that they do the coaching on their own they actually design their own playbooks which may or may not use videos with Tendai and myself and others from the team. They can do everything from scratch and I'll show you quickly. Maybe you were in the last webinar with Honeywell where we showed you one of these playbooks. We designed that one but we have clients now designing their own and coaches designing their own. So this is not yet something we sell over the web uh simply because the platform is only getting there in terms of selfserve. So we have a couple of coaches who are paying us to actually have access to this feature so that they can design their own playbooks. So that's the philosophy and the topics that we put in there are expanding. We're getting actually most of it outside of the space of innovation. A lot of it in offering management and value propositions, some of it in strategy and hopefully more also in transformation. But maybe you know kind of just to show you I talked about playbooks and playbook library. Let me just quickly go to that. So before I showed you know the playbook library and one of the things we're working on which is the assess the risk of projects. But what if I just kind of go here and pull up the playbook library. So everybody always says don't do a live demo. Obviously that's exactly what I'm doing. Seeing if my internet connection while we're talking is good enough. Seems like struggling. Maybe because uh everybody's now in their playbook libraries. I don't know. Okay. So, what you can see is here a playbook library where you get all the playbooks and the playbooks that are coming. And if I go into my projects and here I just did a quick demo for the playbook on strong value propositions and differentiation with Gen AI. So you get some video instructions where here you watch videos where you know tendi I kurt or others from the team explain stuff but that's you know what an LLM a learning an LMS a learning management system could already do. These playbooks come with structure, the step-by-step approach. And what's most exciting, they actually come with workspaces where we um structure the work so that all you have to do is watch and apply. So this is for individuals. It's accessible today. But you know, very exciting what we showed last time. we have corporate clients who are using these playbooks at scale with their teams without us actually being involved in the uh consulting. So if I go back to slides here maybe just you know quickly um this is a public case that we showed last time for those of you who are here at the Honeywell Growth Symposium they had this objective of getting teams to pitch clearly business basics but also enrich this with evidence and basically what they needed to do is to map out these artifacts right coming up with these different things before coming to the workshop. So, we're big fans of asynchronous work to prepare something on the strategizer platform. So, this is a bigger playbook because it includes doing six things before coming to a workshop. And the way they do it is as I just showed you, they watch, you know, first look at the steps, of course, they receive the guidance. They watch a couple of videos, you know, how does this work? But then immediately, like I showed you before, they do it. So remember the customer ecosystem I showed you that's exactly the kind of tasks that we get them to do extremely powerful because these are teams often they haven't seen this they watch and they do then they come to the workshop and the leaders you know watch a presentation that they put together. So this is extremely powerful. So this whole idea of playbooks, we're really trying to bring it into everything we do. And I'll stop with this last one we throw before throwing it back to kind of tendai is um how we do this for one of our master classes now. So same principle we do a little kickoff actually we did that I didn't put that in the honey well but then we get the people who participate in the master class to do some asynchronous pre-work on the strategizer platform. this case on their customer. They come to the workshop having worked on their project. We go deeper together and we comment on stuff that they had that they did. They go out, they learn more, but they apply because learning, nobody has time to learn. It's all about applying. So, it's this toggling back and forth, then back to the workshop. And then as a crowning kind of the last thing is we um offer then kind of a month later an ask us anything session. So with that um we do have five minutes left. So I'm going to ask Tendai. What are we excited about at Strategizer? Maybe the one thing that uh we would want to talk about just to end the webinar. — Now thank you Alex man. We're really excited um really excited about uh the upcoming masterclass series, right? I think this is going to be really powerful. Uh value propositions that win in the market is what we're going to go with first. Remember that this is facilitated work. You get to work with Alex as well uh you know as we do this. So it includes pre pre-work two live workshops real world you know feedback that you're going to get. So value propositions that that win in the market starting in May and then of course out competing through business models and then the enabling change one that I will run in September and don't — they get to work with you so you don't just get to pitch me you do not know what it means to work with Tendai is it's very you know like people get access and this is really cool because we can give you feedback directly on the stuff you're working on. — Exactly. So you'll be working directly with with me on the enabling change one and we'll dive deeper into you know how to work with stakeholders and how to create momentum for change. You can buy this as a bundle by the way and you can also buy this uh for for your team. But Alex was just showing you now uh examples of the playbook library if you want to dive deeper into how that works. Please join us for the product showcase on April the 22nd where there'll be a live walkthrough of that and how you can apply to your work. And then finally, we look forward to seeing you at our next webinar on on May the 6th um on what great value propositions um actually look like. So, thank you very much for joining us for this for this webinar. It's been really enjoyable. Please give us your feedback. And Alex, are there any questions that you're seeing in the chat that you might want to just address before we check out? — So, I haven't been able to keep up, but I'm just going to read out. Alfonso asks, "I'm in a university professor. So we use strategizer canvas to teach classes. Is there a specific coach solution for colleges? " So again, the whole kind of coaching aspect, we're going to make some of that exa accessible. Today, we're not set up to specifically just deal with uh university and colleges, but um we do have a couple of uh university clients who are paying for their teams. Uh one of the coaches was asking um where was that? Jarmmo, can I as a coach add also my own concepts to the platform? Is what I was saying? You can, but we don't make that feature accessible yet to a larger group of coaches. It's in the beta version where we have a couple of coaches who are actually paying us a pretty substantial license fee to have the authoring figure as well. Uh that is something we're likely to release later this year to a larger group. So it's possible, but it's not accessible to all coaches yet, right? So it's a smaller kind of group of beta testers. Um so that's coming as well. So that's what some of the stuff we're excited about. Yeah. — Tend you just say a little bit more about how this really works formemes as well because there was a question about that whether this is just for large corporations. Yeah. — Yeah. So it's very simple like take um designing and testing value propositions. So that's something we do all the time in, you know, large organizations and we coach companies through that. But what we learn in terms of process and the tools and making this happen, we're putting that into the all access um strategizer playbook library, which means anybody from individual to student, you know, if they pay a small license fee, $300 per person, they get access to these playbooks. Now the playbook library is growing. So some things are there. I showed you one just briefly kind of formulate your value proposition with the help of AI is absolutely accessible tomemes because we explain you do and you know that particular one if you're interested you can actually come to the master class there you'll get a little bit more because we'll physically you know like physically virtually but as people support you on that but this is our goal to democratize everything we learn from large companies spread it in large companies to a larger group but In particular, also make it accessible to anybody who uh who wants to apply these better bit uh business practices.