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.
BUSINESS DEVELOPMENT MANAGEMENT: THE WHOLE IS GREATER THAN THE SUM OF ITS INDIVIDUAL PARTS
The BDM system 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 intiatives.
To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance.
The BDM system model [J.R. Schütt et al. – 2015]: “Finite but Unbounded”
SPEED IS USEFUL ONLY IF YOU ARE RUNNING IN THE RIGHT DIRECTION
The BDM-24 model offers an effective tool for analyzing Biz Dev initiatives based on four dimensions of uncertainties.
The model is designed to provide a disciplined tool for analyzing the expected benefits and risks of Biz Dev initiatives. It helps the manager to make decisions about the initiatives and how they should be run.
BDM-24 model [DIWANIYA – J.R. Schütt et al. – 2015]
THERE IS NOTHING MORE PRACTICAL THAN A GOOD THEORY
The BDM 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 [A.J. Berkhout et al. – 2000].
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 BDM relevant ‘system worlds’ [Jürgen Habermas – 1981], together referred as dynamic regimes or ‘innovative milieux’. From BDM perspective four innovative milieux are recognizable and arranged according to the P4 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.
BDM in the context of business individuals with BDM skills (entrepreneurship), a designated BDM position (the business change manager) or as an organizational function (BDM 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.