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In The Beginning
      Strategic Source Solutions
              A Stanford
    Technology Entrepreneur Team
             Spring 2012
We Are Strategic Source Solutions
In the beginning
How to find a good idea and do something with it.

               Linus Pauling famously said:
“The best way to have a good idea is to have lots of ideas. “
We Are Strategic Source Solutions
Our Vision

Sharing client risk to expand and grow businesses beyond historic markets.
Eric Fromm
Creativity requires the courage to let go of uncertainties.
Shifting the Balance of Economic Power
     Emerging markets are shifting the balance of economic power and for
      multinationals a “business as usual” approach will no longer suffice.

The last decade has shown a disruption in the nature of consumer markets on an
                            unprecedented scale.

Adding to the complexity, these high-growth markets are often distinct from one
   another in terms of the speed of the markets, the drivers of demand, and
      consumer preferences, and the regulatory and investment climate.
The world in 2012

    Problems

   Challenges

  Opportunities
Building A Future


The world is not adjusting well to the challenges of creating a global village
LEARNING
Learn everything you can about the situation and the people in it.

   • Who are the people involved and what motivates them?

     • What are the most salient elements of the situation?

               • Why is the situation the way it is?
CREATING
Based on what you learned from understanding the situation and the people
 involved in it, what would it "look" like for that problem to be solved or the
                       opportunity to be fully engaged?

        What are some possible ways to achieve the ideal situation?

             Of the ways available, which seems to be the best?
DOING
Translate your best solution into a set of definable goals that can be measured.
                 Create a specific plan for achieving those goals:
• Identify the people you need to help you and how you will get them involved.
                        • Identify the resources you need
           Develop a plan for letting people know what you are doing.
                      • Develop a timeline with milestone
ADAPTING

• What worked and did not work in the prototype OR in the plan thus far?

               • What needs to be changed or enhanced?

  • What are the best next steps to implement necessary adjustments?
Customer Focus


We share client risks whilst providing high value services.
Polarization of Segments in Developed Markets


The value proposition of mid-range products is less and less attractive, due to the
fact that their quality is not a differentiator any more. Consumers are happy with
                “good enough” quality products at attractive prices.
Branding and Innovation

 Brands are built on many components, but a key element of brand strategy is
                                   innovation.
                Innovation is the bloodstream of a great brand.
If you don’t innovate you run the risk of being quickly perceived as “dusty” and
                       the competition will leapfrog you.
Challenges from New Global Players
 The world’s center of economic gravity is shifting from developed markets to
emerging ones, and in the next 5-10 years, we will see many more global brands
                    coming from fast-growing economies.
Social Media and The Digital Consumer


    Many companies are struggling to understand and exploit social media.

A related challenge is how to reach digital consumers most effectively as mobile
           applications become more sophisticated and widespread.
Balance Local Autonomy With the Need to Achieve Global Scale
                    and Standardization
         Does it make sense to have a headquarters any more?

      Where should the talent that runs the company come from?
Decision Rights

Should be pushed down into the organization and the center should involve itself
   only in critical enterprise-level decisions such as portfolio strategy, capital
                     allocation, and global brand management.
Organizational Structure is the “Software” that Runs On It

The set of decision rights, management processes, and control mechanisms that
      brings the structure to life and determines its overall effectiveness.
Transparency

  Increased decentralization also requires greater transparency and new
          mechanisms to ensure accountability and manage risk.

Companies need to adopt disciplined and coordinated decision-making and
                 performance management processes.
Talent Issue
               The talent issue for global enterprises starts at the top.
  Starting with the board and senior executives, global companies need to forge
 more diverse management teams able to understand the opportunities and the
          challenges the business faces in its current and future markets.
    Continued focus on differentiating the company’s approach to markets by
                 segmenting its talent pools, improving managers’
capabilities, behavior, effectiveness, and accountability; taking a holistic approach
               to human capital programs and building engagement.
Mastery
                   In most fields mastery occurs through stages.
It proceeds from ignorance to awareness that the topic itself is one of value and
                             perhaps even importance.
               This launches a quest to understand what it means.
As you search, gather more information, and test your initial ideas, you develop
  greater expertise, gaining confidence while at the same time discovering that
                additional layers of nuances and depth await you.
 While the journey may never reach a definitive end point, your capabilities will
                increase and your results will reflect this progress.
Strategic Source Solutions
Seeking ways to engage and share client risks to build and expand business.
You are important to us.
For further information please contact us at:

   strategicsourcesolutions@gmail.com

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In the beginning

  • 1. In The Beginning Strategic Source Solutions A Stanford Technology Entrepreneur Team Spring 2012
  • 2. We Are Strategic Source Solutions
  • 4. How to find a good idea and do something with it. Linus Pauling famously said: “The best way to have a good idea is to have lots of ideas. “
  • 5. We Are Strategic Source Solutions
  • 6. Our Vision Sharing client risk to expand and grow businesses beyond historic markets.
  • 7. Eric Fromm Creativity requires the courage to let go of uncertainties.
  • 8. Shifting the Balance of Economic Power Emerging markets are shifting the balance of economic power and for multinationals a “business as usual” approach will no longer suffice. The last decade has shown a disruption in the nature of consumer markets on an unprecedented scale. Adding to the complexity, these high-growth markets are often distinct from one another in terms of the speed of the markets, the drivers of demand, and consumer preferences, and the regulatory and investment climate.
  • 9. The world in 2012 Problems Challenges Opportunities
  • 10. Building A Future The world is not adjusting well to the challenges of creating a global village
  • 11. LEARNING Learn everything you can about the situation and the people in it. • Who are the people involved and what motivates them? • What are the most salient elements of the situation? • Why is the situation the way it is?
  • 12. CREATING Based on what you learned from understanding the situation and the people involved in it, what would it "look" like for that problem to be solved or the opportunity to be fully engaged? What are some possible ways to achieve the ideal situation? Of the ways available, which seems to be the best?
  • 13. DOING Translate your best solution into a set of definable goals that can be measured. Create a specific plan for achieving those goals: • Identify the people you need to help you and how you will get them involved. • Identify the resources you need Develop a plan for letting people know what you are doing. • Develop a timeline with milestone
  • 14. ADAPTING • What worked and did not work in the prototype OR in the plan thus far? • What needs to be changed or enhanced? • What are the best next steps to implement necessary adjustments?
  • 15. Customer Focus We share client risks whilst providing high value services.
  • 16. Polarization of Segments in Developed Markets The value proposition of mid-range products is less and less attractive, due to the fact that their quality is not a differentiator any more. Consumers are happy with “good enough” quality products at attractive prices.
  • 17. Branding and Innovation Brands are built on many components, but a key element of brand strategy is innovation. Innovation is the bloodstream of a great brand. If you don’t innovate you run the risk of being quickly perceived as “dusty” and the competition will leapfrog you.
  • 18. Challenges from New Global Players The world’s center of economic gravity is shifting from developed markets to emerging ones, and in the next 5-10 years, we will see many more global brands coming from fast-growing economies.
  • 19. Social Media and The Digital Consumer Many companies are struggling to understand and exploit social media. A related challenge is how to reach digital consumers most effectively as mobile applications become more sophisticated and widespread.
  • 20. Balance Local Autonomy With the Need to Achieve Global Scale and Standardization Does it make sense to have a headquarters any more? Where should the talent that runs the company come from?
  • 21. Decision Rights Should be pushed down into the organization and the center should involve itself only in critical enterprise-level decisions such as portfolio strategy, capital allocation, and global brand management.
  • 22. Organizational Structure is the “Software” that Runs On It The set of decision rights, management processes, and control mechanisms that brings the structure to life and determines its overall effectiveness.
  • 23. Transparency Increased decentralization also requires greater transparency and new mechanisms to ensure accountability and manage risk. Companies need to adopt disciplined and coordinated decision-making and performance management processes.
  • 24. Talent Issue The talent issue for global enterprises starts at the top. Starting with the board and senior executives, global companies need to forge more diverse management teams able to understand the opportunities and the challenges the business faces in its current and future markets. Continued focus on differentiating the company’s approach to markets by segmenting its talent pools, improving managers’ capabilities, behavior, effectiveness, and accountability; taking a holistic approach to human capital programs and building engagement.
  • 25. Mastery In most fields mastery occurs through stages. It proceeds from ignorance to awareness that the topic itself is one of value and perhaps even importance. This launches a quest to understand what it means. As you search, gather more information, and test your initial ideas, you develop greater expertise, gaining confidence while at the same time discovering that additional layers of nuances and depth await you. While the journey may never reach a definitive end point, your capabilities will increase and your results will reflect this progress.
  • 26. Strategic Source Solutions Seeking ways to engage and share client risks to build and expand business.
  • 27. You are important to us. For further information please contact us at: strategicsourcesolutions@gmail.com