EXPANDEXPLOITEXPLOREDIWANIYA

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DEVELOP NEW MARKETS AND CUSTOMER DOMAINS

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INNOVATE COMPANY COMPETITIVENESS AND MARKET SHARE

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CREATE NOVEL OFFERINGS FOR FUTURE MARKETS

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DIWANIYA

THE ART AND SCIENCE OF BUSINESS CHANGE MANAGEMENT

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WE PROVIDE BUSINESS CHANGE MANAGEMENT SERVICES TO IMPROVE YOUR BUSINESS PERFORMANCE, YOUR ACCESS TO MARKETS, AND YOUR ABILITY TO COMPETE

 

REALITY IS MADE UP OF CIRCLES BUT WE SEE STRAIGHT LINES
BUSINESS DEVELOPMENT FROM A SYSTEMS PERSPECTIVE

The world of business today is complex and growing more complex every day. Making effective decisions has become much more difficult in this new reality.

Systems thinking is a way of helping you to view business systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems, rather than seeing only specific events in the business system. This broad view can help you to quickly identify the real causes of issues in organizations and know just where to work to address them.

BCM: THE WHOLE IS GREATER THAN THE SUM OF ITS INDIVIDUAL PARTS

Business Change Management is a new approach to Biz Dev based on scientific management theories made directly applicable to your organization. 

The BCM system model gives you insight into how to create value and realize new business opportunities from a systems perspective. The model is a communication tool helping our clients critically reflecting on their business state and to stimulate interaction at all levels with the purpose to reach consensus in promising growth opportunities and effective Biz Dev initiatives.

The BCM system model [J.R. Schütt et al. – 2015]: “Finite but Unbounded”

Background:

THERE IS NOTHING MORE PRACTICAL THAN A GOOD THEORY

The BCM system model has inspired by an article from the Delft University of Technology that reframed Rothwell’s 4th and 5th generation of innovation model into a Cyclic Innovation Model.

We built upon this principle of cyclic interaction by integrating multiple closed and open networked innovation models to form complex adaptive systems, so-called ‘Circles of Change’. These CoC’s are interconnected and interacting at multiple levels of complexity and hierarchy through BCM relevant ‘system worlds’, together referred as dynamic regimes or ‘innovative milieux’. From BCM perspective four innovative milieux are recognizable and arranged according to the 4P Change scheme: Product (Marketing), Process (Operations), Position (Market) and Paradigm (Organization). The 4P’s are created to understand and help creating the Innovation Strategy.

The system world is the existing world of efficiency, quality and internal flexibility. ‘Red Queen’ worlds of structures, systems, rules, determinism, reactive adaptation and single-loop learning. But it also acts as hub for connection and communication with its adjacent CoC, enabling external flexibility through forming mutual adaptation and evolving systems of systems (system transition). From BDM perspective hubs driving new market ideas and being driven by new marketing and organizational entries.

BCM in the context of business individuals with BCM skills (entrepreneurship), a designated BCM position (the business change manager) or as an organizational function (BCM unit structure) control and coordinate the hub to link the decision centers in the system world, influence and balance the different parts of the system to stay in a harmonious and structured relationship with each other.

 

 

FOCUS IS ONE OF THE CHALLENGING ASPECTS IN BUILDING AND RUNNING A BUSINESS

A business-level growth strategy, often called ‘Biz Dev strategy’ spells out how business units will achieve a competitive advantage that will permit it to create value.

What is your reason for existing? What value are you giving your customers? And why is your firm uniquely capable of providing it? 

To succeed in the marketplace, companies must embrace a Business Value Strategy. Michael Treacy and Fred Wiersma describe three value disciplines [1993]: Operational Excellence, Customer Intimacy and Product Leadership. In today’s complex world of interacting organizations and individuals, we include a fourth value discipline: Corporate Coherency [David J. Teece et al. – 1994]. The main premise is that companies must choose to excel in one of these disciplines, where it aims to be best-in-class, act upon it consistently and vigorously, and remain competent in the other three value disciplines. We also believe firms can do business in ways that both deliver long-term shareholder value and benefit society (shared values). As such, making choices and finding the right ‘inside-out / outside-in’ balance is part of the Business Value Strategy.

Width refers to understanding the challenges of your VUCA environment. Otherwise different parts of an organization can easily wind up pursuing conflicting priorities, sub-optimization and poor implementation.

Formulating an Innovation Strategy helps ambidexterity balancing short and long term priorities. It indicates whether Transactional, Transitional or Transformational types of change is needed to successfully achieve the outcomes desired. Inspired by McKinsey’s Three Horizons model [2000] we distinguish three horizons: Expansion (red), Exploitation (purple) and Exploration (blue). Each horizon is bounded by its market dynamics and organization’s capacity to innovate. It sets boundaries to your innovation performance expectations. It helps to creating a high-level innovation portfolio plan for allocating resources and people to the different kinds of innovations and its magnitude.

Depth refers to understanding the nature of your initiative, and diagnose the gaps between your current capabilities and what is needed to make your business initiative a success.

Not all initiatives have similar attributes; hence, they should be managed with different approaches and styles. A sharply defined Business Development Strategy not only defines your business initiative but also identifies the most appropriate practice on four dimensions: Novelty, Technology, Complexity and Pace. For example, if you know where you come from and you know exactly where you want to go, you can organize and manage complexity from a reductionist perspective as a SMART initiative (“hiking”), possibly beefed up with issue management (“dropping”) or even contingency planning (“scouting”). But when neither starting point nor future are known, uncertainty is the only certainty than you better organize and manage complexity from a Design Thinking perspective. As a Value-Based initiative in terms of shared values exploration, curiosity, questions and self-reflection (“discovering”).

Last but not least: To be successful in today’s world, your Biz Dev Strategy should not only focus on internal operations but also on external levels of complexity. How you wish to work together with external parties? By co-operation or collaboration with customers and suppliers (value-adding partnerships)? Or perhaps with competitors and complementors (coopetition)?

CHANGE LEADERSHIP IS ACTION, NOT A POSITION

BUSINESS CHANGE AND THE BUSINESS CHANGE MANAGER

Business change is present whenever we undertake a programme or a project. Even the smallest initiative would require some business change.

However, whereas in most projects the business change can be managed by the project manager, in programmes where the change is more complex, formal business change management and the role the business change manager are essential to success. 

The role of the business change manager is complementary to the programme manager in that the BCM represents and facilitates the business’s move towards the new organization while the programme manager ensure the timely delivery of the capabilities into the business. Whereby the programme manager may be a consultant or a new entrant to the organization, the BCM must be a senior member of the organization with an operational role within the affected area.

The BCM must have a strong background and ongoing operational responsibilities in the relevant business areas affected by the programme. The BCM should also have good negotiation skills, interpersonal skills, managing chaos skills and prioritization skills.

Exploring
85%
Bonding
75%
Influencing
80%
Boldness
90%
Visioning
60%

ROY SCHÜTT

Seasoned Business Change Manager with proven track record in ICT Industry, Maritime and Defense. Adept at driving growth of company revenues, improving business performances and building sustainable competitive advantage for the organization.

Commercially strong with a good sense for trends and new technologies. Looking from different perspectives, having an eye for people and organization, I lead and manage programs and projects in complex environments. Actively focused on getting results and achieving goals and the willingness to intervene in case of disappointing results. Interact easily in multicultural teams and multi-stakeholder environments. My skills: Have a good understand of management structures, politics and culture of organizations, and possess good change management skills and solid experience to manage very complex situations while maintaining focus on the programme’s objectives.

Professional background in Change Management (CMC – Certified Management Consultant), Business Information Systems Management (M.Sc.), Information and Communication Technology (B.ICT) and Maritime Electronics (B.Eng).

Expertise
  • Define the benefits and assesses the progress towards its realization
  • Create new business structures, operations and working practices
  • Realize the benefits by embedding the capabilities into the business operations
Industry
  • Naval force and CBRN security and defense
  • Marine & Offshore and Shipbuilding
  • Information and Technology Services and Electrical/Electronic Manufacturing

View my profile View my profile

WHO WE ARE AND WHAT WE DO

DIWANIYA is a boutique Management Consulting firm, specialized in Business Change Management. Considering business issues from Business Development, Innovation and Organizational Change perspectives we help companies improve their business performance and growth, access to new markets and opportunities to compete.

Strategy = Execution. At DIWANIYA, we realize that implementation is 80% of the strategy. We wish to make a difference in the traditional consulting industry, because we believe that the ability to create ‘Change with Impact’ is a precondition for success in an increasingly global and turbulent world.

We have embarked on a journey which began in 2004 to explore the best practices within the emerging disciplines of Business Development and Change Management. Today, we have positioned ourselves as the market leaders within the field through a close collaboration with business developers, innovators, business change professionals, business leaders and leading academic institutions across The Netherlands.

Our business is our reputation. We believe that commitment, delivery and integrity are essential to building a business, and it is these ideologies in which DIWANIYA adheres to.

OUR APPROACH

Once the Business Development strategy is developed and communicated, the organization needs to organize for successful implementation. Although the fundamentals of implementation may be similar, it varies by organizational culture and human dimensions of change.

The consequence for insufficient understanding of such forces may lead to strategic drift, a failure to implement defined strategy effectively. Good understanding the specific configuration of belief systems for making change happen helps to recognize barriers (human or otherwise).

As business change agents we help you see what’s needed and take action to mitigate or remove barriers. In a sense, we ‘coloring’ the four phases of a PMW structured innovation management process. We align and manage the social and human dimensions of change (soft-system approach) with the tasks, processes, systems and structures (hard-system approach).

Biz Dev strategy implementation  [J.R. Schütt et al. – 2015]:
A creative and problem-solving approach for effectively directing innovation and development processes

OUR SERVICES

Based on the overall experience of DIWANIYA core team and through our network of partners we facilitate at your strategy implementation, both at strategic and tactical level. We are well positioned to provide:

WE INSPIRE BUSINESSES THAT BUSINESS CAN BE DONE DIFFERENTLY, AS IT MUST BE DONE DIFFERENT

-OUR VISION-

THE COLOR CODES OF CHANGE

Inspired by the ‘color-thinking’ theory, the BCM process is labelled by different color. Each process stage has its own dominant color representing a specific belief system on how change works and which kind of interventions are most effective.

DEFINE - Motivation and Attention

Building blocks: Ideation | Screening | Selection

Generating, developing, and communicating new ideas. But not every idea is relevant to your company. Using Design Thinking principles we focus on solving an underlying problem at its root through new ideas. We explore the problem contextually (empathize), identify the missing gaps that are causing the problem (define), and streamline your understanding into an actionable problem statement (ideate). An actionable problem statement brings out the possibility of promising ideas to resolve it. As Team Worker and Coordinator we determine compatibility with overall business objectives and whether the idea would offer a viable return on investment. We select best ideas and create mini business case proposals. Belbin Team Roles: Sharpers (dynamic, direct), Plants (creative, free-thinking) and Resource Investigators (inspiring, influential).

DESIGN - Clarification and Negotiation

Building blocks: Concept Development | Validation

We examine and prioritize viable ideas on its feasibility and desirability from the perspective of your customer. As Team Worker and Coordinator we create detail business case proposals and validate the idea or the feasibility of the concept (Proof of Concept). Using Lean Start up principles we gather evidence and learning around concepts through experimentation and user testing (Prototyping). Using Agile methodology we develop iteratively and release incrementally in various sizes over time. (Prototype or MVP). We adjust and optimize the business case. In parallel, we create commitment, sponsorship and set-up partnerships. Belbin Team Roles: Plants (creative, free-thinking), Monitor Evaluators (analytical, critical, cautious) and Specialists (dedicated, knowledge).

DEVELOP - Rational and Planned

Building blocks: Realization | Implementation

Realization is where we capture the momentum and translate engagement and intent into tangible results. Using PRINCE2 and Agile methodologies we actively implement the concept. As Team worker and Coordinator we  manage the operational implementation or execution of the innovation, including upscaling. We secure partnerships. We manage the business case. Belbin Team Role: Implementers (practical, efficient).

DEPLOY - Learn and Refuel

Building blocks: Launching | Anchoring

Using Marketing and Knowledge Management principles, we assist and support Business Management during the market introduction. As Team Worker and Coordinator we pick up learning from the commercial roll-out, transmit learning to management and refuels the innovation strategy cycle. Belbin Team Role: Completer Finishers (conscientious, polisher).

 

SPECIALIZED, UNBIASED AND AGILE

WITH YOU, WE CRAFT THE STRATEGY, BUILD ALIGNMENT AND CHAMPION EXECUTION

DIWANIYA knows how to bring balance amongst big picture thinking, follow-up and the “nuts and bolts” of actual delivery.

hands-on

Involvement

DIWANIYA’s success lies with its team of professionals. They work closely with and along-side its clients, while focusing on their core business

End-to-end

Service

The DIWANIYA team has long-term experience and a proven track record in Business Development and Change Management across different industries and in various international markets

Experienced

Team of Professionals

DIWANIYA’s extensive international network and its overall expertise, allowing for tangible results in a short period of time

Result Based

Remuneration

Some of Our Prestigious References