Welcome
Purpose
Why does the organisation exist?
Mess finding
What key challenge is the organisation solving?
Transposition
Can the solution to the mess be applied elsewhere?
Paradox
Is this a transformational or core activity?
Impact and Value
What benefit does the organisation provide?
Segment
Impact
Description
Customers
The Organisation
Society
The Environment
Other
Additional Mess
Imact
Competitive advantage and competitors
Who are our key competitors and what is our competitive advantage?
Key Competitors
Threat Level
Key disruptors
How well does the organisation understand what could disrupt it?
Key Disruptors and Threats
Action
Filtration
What is the value returned for the effort required?
ATTENTION MANAGEMENT MATRIX
AVOID
APPLY
MINIMISE
MAXIMISE
Value Received
Effort Required
Key activities
What are the key activities to be undertaken?
Exclude costs of people,  partners and technology
Skill and will
What is the level of skill. and will at the organisation?
To what extent does the organisation have the skills, knowledge and experience required to achieve the Vision & Mission by solving the Mess?
(i.e. willingness to learn & grow, level of curiosity, desire to understand disruptors and work on Speedboat activities)
SKILL/WILL MATRIX
LEARN
LEAD
PROBLEM
POTENTIAL
Skill Level
Will Level
Key people & partners
Who are the key people and partners required to help with establishing and building the company?
Processes
What are the key processes required?
Candle/Mirror business model
What is the most appropriate type of business model?
Channel
Description
Customers and channels
Who are our customers, what relationship do we have with them and what are the relevant channels?
Target Customer
Channels
Percent of Revenue
Expected Revenue
Technology
Data and information
Costs
How much will the organisation cost to run and what are these costs?
List all costs expected to be incurred
Amount
Revenue / Income / Benefits
How will revenue or income be generated and how much will the organisation make?
List all revenue, income or benefits expected to be generated
Amount
Risk of inaction
What is the opportunity cost?
Measure outcomes
How are outcomes and success to be measured?
Access your results
You can access your results via a one-off purchase for $19.99. Choose 'Access Results' on the menu.
By doing so, you will be provided with an analysis of which parts of your organisation could be focused on and where the opportunities are.

This method of analysis has driven some of the fastest-growing companies on earth toward success and is applicable to any size organisation, from start-ups to blue-chip companies.

For an insight into the depth of this methodology, you can view a free 90-minute course, delivered by Jonathan MacDonald, the author of Powered By Change, by clicking here.
Category
Score
Outcome
Overall
Suitable
Results for Suitable come from the following sections of the PBC Business Canvas:
- Mess Finding
- Paradox
- FiltrationIt
is also worthwhile reviewing the following sections of the PBC Business Canvas:
- Purpose
- Candle/Mirror Business Model
- Customers and Channels
Desirable
Results for Desirable come from the following sections of the PBC Business Canvas:
- Mess Finding
- Transposition

It is also worthwhile reviewing the following sections of the PBC Business Canvas:
- Candle/Mirror Business Model
- Customers and Channels
- Purpose
Feasible
Results for Feasible come from the following sections of the PBC Business Canvas:
- Skill and Will
- Key People and Partners
- Key Activities
- Processes
- Technology
- Data and Information

It is also worthwhile reviewing the following sections of the PBC Business Canvas:
- Purpose
- Candle/Mirror Business Model
- Customers and Channels
Viable
Results for Viable come from the following sections of the PBC Business Canvas:
- Costs
- Revenue

It is also worthwhile reviewing the following sections of the PBC Business Canvas:
- Risk of Inaction
- Candle/Mirror Business Model
- Customers and Channels
Impactful
Results for Impactful come from the following sections of the PBC Business Canvas:
- Impact and Value
- Purpose

It is also worthwhile reviewing the following sections of the PBC Business Canvas:
- Mess Finding
- Candle/Mirror Business Model
- Customers and Channels
Adaptable
Results for Adaptable come from the following sections of the PBC Business Canvas:
- Key Disruptors
- Competitive Advantage and Competitors
PBC Business Canvas Scores
ROI Excluding Risk of Inaction
Costs
Revenue
ROI
ROI Including Risk of Inaction
Costs
Risk of Inaction Cost
Revenue
ROI
PBC Area
Score
Outcome
Purpose
People
Product
Process
Overall
Lowest Performing Area
Best Performing Area
Purpose
00.00%
people
00.00%
product
00.00%
process
00.00%
The key area recommended to focus on is: PURPOSE
Importance of Purpose
Purpose is important as it needs to permeate throughout the entirety of an organisation, to essentially become its DNA, in order for the organisation to operate effectively. Purpose should be clearly understood by everyone and is really about identifying the business that you are actually in, rather than the business you think you are in. That is, what your main thing is that epitomises the value the company provides. 
Sub-Optimal Purpose Blade Impact
The ramifications of failing to do this can be severe as businesses are left more vulnerable to the forces of disruption and disintermediation. Resulting in detrimental impacts to the bottom-line. Without a clearly elevated, specified and integrated purpose there will be a state of confusion. Meaning a lack of understanding of what the company is doing and why which directly affects productivity. If employees are confused about purpose or are not aligned to the purpose this leads to a reduced productivity and disengagement.
Approach to the Purpose Blade in Powered By Change
In Powered By Change (PBC), Purpose is in three sections (what we call "Sub-Blades"). The first is Elevation which is the process of rising above the standard view of an organisation and realising the business we are truly in. The second is Specification which is the process of clarifying the elevated position into tangible deliverables. The final Sub-Blade is Integration, and this is the method of applying the specified purpose into the entire organisation.
Suggestions of impoving puprose
When the Purpose, People, Product and Process aspects of a business are all performing well, this leads to Empowerment. When one or more of these aspects are underperforming the result is one (or more) of: Confusion, Resistance, Lack of Revenue or Frustration.The Purpose aspect has been identified as the initial area of focus to start improving. This is important as a sub-optimal Purpose can lead to a state of Confusion.

Some suggestions for improving Purpose include:
1. Clarifying and elevating the purpose of your organisation by:
  • Describe what you think you are in the business of (without using business or technical jargon)
  • Restate this in terms of what the organisation is enabling
  • Outline why it matters
  • Identify how you would compete against your organisation and how easy it would be to do that
  • Elevation of purpose is also important as "Our ability to Innovate is directly proportional to our ability to Elevate"
  • To continue innovating into the future requires ongoing efforts to elevate the purpose of the organisation
2. Clearly specifying the elevated purpose from step 1 above:
  • Outline what your organisation a) loves to do, b) is great at, and c) what value it can add 
  • Using this information, outline how you enable your elevated purpose (vision) to create your specified purpose (mission) using the format of:
    We are enabling X
    To achieve Y
    Through Z 
3. Integrate the purpose throughout the entire organisation:
The following are the keys to integration:
  1. AWARENESS (this is mandatory): 
    • To enable integration to have the best possible chance, everyone in the organisation needs to be aware of the specified purpose.
    • Awareness could be through workshops, team meetings, etc.
  2. REPLAY AND REPLAY (optional):
    • After team members are aware of the specified purpose, it is good to replay and relay what their interpretation is of that. 
    • This helps to ensure a common syntax.
    • This could be achieved through surveys, workshops, team meetings, etc.
  3. RESONANCE (optional):
    • Determine which parts of the specified purpose each team membeR resonates with and how it could be applied to their lives.
    • It's important to understand which part of the specified purpose each team member resonates with.
    • This may be done empirically (i.e.  survey) or it could be assumed based on the team members role in the organisation.
Ultimately, the. level of resonance with the elevated and specified purpose will impact on willingness. The specified purpose should also be reflected in job descriptions.
The key area recommended to focus on is: PEOPLE
Importance of People
Within Powered By Change (PBC), "People" are not relegated to simply being an exploitable commodity. PBC references the People "Blade" of the proverbial windmill at a weight of far greater importance than how an organisational chart should be structured or what roles are needed. It's really about the mindset, attitude or behaviour and curiosity of team members to innovate and adapt to change. It underlies the fundamental essence or fabric of how decisions are made that either lead to success or failure.
Sub-Optimal People Blade Impact
If the People blade is under-performing, it almost always leads to issues with productivity. This occurs as a result of a number of factors, including:
  • Having the wrong people in place
  • Lack of leadership
  • Misalignment between skill and will
  • Little alignment to purpose
  • Limited or no innovation
  • Reduced revenue and profitability
Approach to the People Blade in Powered By Change
In PBC, People is in three sections (what we call "Sub-Blades"):
  • The first Sub-Blade is Skill and Will: identifying whether the company has team members with the ability and willingness to execute the company’s purpose.
  • The second Sub-Blade is Productive Paranoia: understanding what could fundamentally disrupt the company.
  • The third and final Sub-Blade is The Paradox of Exploitation and Exploration: ensuring the company is innovating whilst continuing to exploit existing assets.
For the People blade to be truly effective all three sub-blades need to be considered.
Suggestions of impoving people
When the Purpose, People, Product and Process aspects of a business are all performing well, this leads to Empowerment. When one or more of these aspects are underperforming the result is one (or more) of: Confusion, Resistance, Lack of Revenue or Frustration.

The People aspect has been identified as the initial area of focus to start improving. This is important as a sub-optimal People blade can lead to a state of Resistance. 

Some suggestions for improving the People blade include:
1. Reviewing the level of understanding and alignment to the organisation's Purpose:
  • Quite often, part of the reason for a lower performing People blade, and subsequent resistance in an organisation, stems from people not having a clear understanding of the Purpose
  • This can lead to people not understanding why what the organisation is doing is important and how they contribute to that purpose
  • Start by reviewing the Purpose and what the organisation is actually trying to enable, then ensure:
    1. All people in the organisation are aware of the Purpose
    2. Replay and relay the purpose to all people to understand what it means to them 
    3. Resonance between the organisation's Purpose and the personal purpose of people to determine the level of alignment 
2. Plot team members on the Skill/Will matrix to see where the majority fit:
  • In Powered By Change, there is a Skill/Will matrix to identify the distribution of people within an organisation amongst the four quadrants:
  1. Lead -> these are people with high skill and high will
  2. Learn -> these are people with less skill but high will
  3. Potential -> these are people with high skill but lower will
  4. Problem -> these are people with low skill and low will
  • If there are a large proportion of leaders there is likely going to be confusion arising from not knowing who is in charge
  • For those in the Lead quadrant it's also important to ensure there is a leadership program and opportunities for leadership
  • Otherwise those leaders will become leavers
  • For those in the Learn quadrant, it's important to ensure there is a training program in place so they can continue to develop their skills
  • For those in the Potential quadrant, and also for those in the Problem quadrant, it may be possible to use 5 Step Process to Improve Will:
  1. Identify the most understandable way to communicate the organisation’s Purpose
  2. identify the things in people's lives that resonate with the organisation's purpose and what activities would enable that
  3. Understand how these things empower and engage the person's purpose and goals
  4. Understand how your organisation's purpose engage and empower the team members
  5. Determine if there is an opportunity to increase the person's level of will and alignment to the organisation's purpose 
  • If there is no opportunity to increase alignment, then figure out what you can learn from that person as it's likely they may not remain with the organisation for a long time
3. Regularly reviewing what can disrupt your organisation:
  • On a regular basis, review all of the potential things that could disrupt your organisation
  • These could include technology, competitor product offerings, change in consumer expectations, regulatory changes, and even internal factors etc
  • The key is to identify these things and what impact they would have if they materialised as well as the likelihood of them occuring
    • Those with a high likelihood and high impact should be the starting point to focus on
  • It's important to include the things that would normally be dismissed as not being important as, more often than not, these are the real disruptor
The key area recommended to focus on is: PRODUCT
Importance of Product
In Powered By Change (PBC), the Product "blade" is about what is produced by people with purpose. It is the answer to the question of why the company is developing something and what it is doing. Product encompasses both products and services that a company offers. 

The Product blade is the vehicle through which organisations monetise ideas and inventions. It is the execution of an idea that leads to revenue or income generation. It is vitally important as idea’s are cheap but execution is everything. If an idea cannot be executed, there will be no monetisation.
Sub-Optimal Product Blade Impact
It's important for the Product blade to be effective because there are consequences in terms of organisational financial viability and sustainability if it is not. It is through offering products to the market that a company generates revenue and profit. If the Product blade is not functioning effectively this can manifest in the following ways:
  • No product to sell (unviable company)
  • A suboptimal or even wrong product is being offered (i.e. no product-market fit which means it is not solving a mess or delivering utility)
  • The products don't align with the company’s purpose and don't make sense (i.e. no internal suitability)
  • Lack of innovation and speedboat activities and too great a focus on oil-tanker activities (jeopardises long-term success and impedes the ability to pivot and change) 
  • Inappropriate business model (unviable product)
All of these issues ultimately impact on the company’s bottom line. The end result will be a lack of revenue, insolvency or bankruptcy.
Approach to the Product Blade in Powered By Change
In PBC, Product is in three sections (what we call "Sub-Blades"):
  • The first Sub-Blade is Candle versus Mirror: understanding how products and services are offered in the market and reflects the type of commercial relationship with customers
  • The second Sub-Blade is Transposition: the curiosity to look for inspiration in business models and innovations across other companies and industry verticals that could be applied to their products
  • The third Sub-Blade is Mess Finding: identifying messes that need to be fixed because where there is a mess, there's a market
For the Product blade to be truly effective all three sub-blades need to be considered.
Suggestions of impoving product
When the Purpose, People, Product and Process aspects of a business are all performing well, this leads to Empowerment. When one or more of these aspects are underperforming the result is one (or more) of: Confusion, Resistance, Lack of Revenue or Frustration.

The Product aspect has been identified as the initial area of focus to start improving. This is important as a sub-optimal Product blade can lead to a Lack of Revenue or potentially Insolvency. Therefore, improving the Product blade is very valuable.

Some suggestions for improving the Product blade include:
1. Assess the existing business model:
  • How close does the organisation need to be to the revenue stream and what type of control over quality is needed?
  • Identify if there are any cost control considerations that impact on the choice of business model
  • Review how appropriate the current business model is for the organisation's future 
    • And if there are any changes that need to be made
    • And how easy it is to make those changes
  • Does the organisation have the people with the right skills to make such changes?
2. Transposing other business or innovation models:
  • Another way to review the existing business model is to look for inspiration outside of the organisation, particularly in a completely different industry
  • Once other business or innovation models have been identified, then consider how these could be applied within the organisation
  • The purpose of this exercise is to encourage different thinking about how the organisation could operate
3. Review the product or service being offered and identify new messes:
  • Where there is a Mess, there is a Market
  • It's important to make sure that the products and services being provided are solving a real mess  
  •  Likewise, looking for new messes to solve helps to ensure there will be a continued market
1. Review the product or service: 
  • Considering the existing products or services, for each: 
    • Outline the key mess (i.e. challenge) that it solves
    • How many people this impacts (market size)
    • Barriers and helpers for each
    • What would happen if the product or service was no longer provided
  • Using this information identify which products or services could be changed to improve them and which should no longer be offered
2. Identify new messes:
  • Identify other key messes (i.e. challenges) that exist in your industry
    • That make sense for your organisation to address 
    • And which your organisation has the necessary skills to effectively solve those messes
  • Using the similar approach in point 1 above, consider the same points for each of these key messes
This exercise provides a way for an organisation to continually review what other messes it could solve to create new market and growth opportunities
The key area recommended to focus on is: PROCESS
Importance of Process
Within business, process is typically defined as the way of doing something that is defined in an operational or process manual outlining the steps involved. When viewed from this perspective it could be viewed as being quite a boring and dry topic. However, in Powered By Change (PBC) the meaning attributed to process is quite different and distinct from the traditional business connotation. It is much more profound. 

In the context of PBC, the Process "Blade" refers to how everything within the entire operational structure of a business is linked together. This is the reason for Process being a distinct blade on its own rather than inherently incorporated separately within each of the other blades. Process fundamentally represents the DNA of how an organisation operates.
Sub-Optimal Process Blade Impact
The ramifications of failing to do this can be severe as the way in which the business operates is inefficient. Such inefficiency arises when processes are inflexible, slow and not open. Likewise, it also occurs when the effort required to achieve an outcome does not justify the value received. 

The outcome of inefficiency is that it takes longer for a company to create a product and take it to market because it is difficult to get things done. One effect is lost productivity and also potentially lost revenue from both failure to launch and opportunity cost. Likewise, inefficiency leads to frustration and can result in disengagement, which also causes productivity losses. Not only does this impact a company’s bottom line, it also leaves an inefficient company more vulnerable to competitors and the forces of disruption and disintermediation because they are not able to change quickly.
Approach to the Process Blade in Powered By Change
In PBC, Process is in three sections (what we call "Sub-Blades"):
  • The first Sub-Blade is Frameworks: ensuring companies have supporting frameworks that are porous, rapid and flexible
  • The second Sub-Blade is Filtration: identifying whether the activities to which energy is focussed are the best use of resources
  • The third Sub-Blade is Coordination: ensuring all sub-blades across all of the blades are interoperable
Suggestions of impoving Process
When the Purpose, People, Product and Process aspects of a business are all performing well, this leads to Empowerment. When one or more of these aspects are underperforming the result is one (or more) of: Confusion, Resistance, Lack of Revenue or Frustration.

The Process aspect has been identified as the initial area of focus to start improving. This is important as a sub-optimal Process blade can lead to Frustration and Lower Productivity. 

Some suggestions for improving the Process Blade include:
1. Reviewing processes:
  • Good processes are porous (i.e. open), rapid (i.e. fast) and flexible (i.e. easily changed)
  • Identify the key 5 to 10 processes of the organisation, as a starting point
  • Consider each of these in terms of:
    • How porous, rapid and flexible they are
    • How long each takes and the desired amount of time for each process
    • The level of duplication that exists and how this can be removed
  • Using this information, consider how each of the processes could be improved
  • Then review the updated process against the above criteria   
2. Identify activities that require a lot of effort but deliver little value:
In Powered By Change, there is an Attention Management Matrix to plot what activities are being undertaken and the value returned versus the effort required. This has the following four quadrants:
  1. Maximise -> these are activities that require limited effort but return a high value and wherever possible such activities should be maximised
  2. Apply -> these are activities that require a higher level of effort but return a high value , overtime such activities would eventually require less effort
  3. Minimise -> these are activities that require limited effort but return a low value and wherever possible such activities should be minimised
  4. Avoid -> these are activities that require high effort but return a low value and whenever possible such activities should be discontinued
  • Identify the key 5 to 10 activities or projects being undertaken and rank them in terms of effort required and value returned
  • Plot these in the Attention Management Matrix
  • For each of the 'Avoid' activities in particular, determine if these can be discontinued
  • Then identify what other activities are being undertaken that would return a higher value that could be undertaken instead
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