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    6002 - Group 3 - Urban Wind Group Presentation

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    sinichi33
    This document contains an agenda and presentation for an Urban Wind presentation to the Nautilus Board of Directors. The presentation covers an introduction, reflections on past performance, recommendations for the new leadership team, insights into strategic issues, and lessons learned from a business simulation exercise. Key recommendations include continuing to invest in people and capabilities, re-benchmarking assumptions annually, and not being afraid to leave market segments or think boldly.

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    6002 - Group 3 - Urban Wind Group Presentation

    Uploaded by

    sinichi33
    9 views15 pages
    This document contains an agenda and presentation for an Urban Wind presentation to the Nautilus Board of Directors. The presentation covers an introduction, reflections on past performance, recommendations for the new leadership team, insights into strategic issues, and lessons learned from a business simulation exercise. Key recommendations include continuing to invest in people and capabilities, re-benchmarking assumptions annually, and not being afraid to leave market segments or think boldly.

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    6002_Group 3_Urban Wind Group Presentation

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    This document contains an agenda and presentation for an Urban Wind presentation to the Nautilus Board of Directors. The presentation covers an introduction, reflections on past performance, recommendations for the new leadership team, insights into strategic issues, and lessons learned from a business simulation exercise. Key recommendations include continuing to invest in people and capabilities, re-benchmarking assumptions annually, and not being afraid to leave market segments or think boldly.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    9 views15 pages

    6002 - Group 3 - Urban Wind Group Presentation

    Uploaded by

    sinichi33
    This document contains an agenda and presentation for an Urban Wind presentation to the Nautilus Board of Directors. The presentation covers an introduction, reflections on past performance, recommendations for the new leadership team, insights into strategic issues, and lessons learned from a business simulation exercise. Key recommendations include continuing to invest in people and capabilities, re-benchmarking assumptions annually, and not being afraid to leave market segments or think boldly.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 15

    Urban Wind

    Presentation to the Nautilus Board of Directors

    Urban Wind
    Presentation to the Nautilus Board of Directors
    Part 1 - Introduction

    Part 2 - Reflection

    Part 3 - Our way of working

    Part 4 - Recommendations to the new


    leadership team

    Agenda Part 5 - Insights to strategic issues in the


    “real world”
    Mission
    Statement
    25.4% Compound Annual
    Growth Rate (CAGR) Our Strategy
    22.9% Compound Return on Slide Title Here
    Invested Capital (ROIC)
    SUBTITLE HERE

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    gravida eros erat. Proin a tellus sed risus lobortis sagittis
    eu quis est. Duis ut aliquam nisi. Suspendisse vehicula mi
    diam, sit amet lacinia massa sodales ac.
    Fusce condimentum egestas nunc a maximus. Quisque et
    orci purus. Proin dolor mi, ultrices sit amet ipsum placerat,
    congue mattis turpis. Donec vestibulum eros eget mauris
    dignissim, ut ultricies dolor viverra. Phasellus efficitur ante
    nec sem convallis, in ornare est accumsan.
    Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut
    gravida eros erat. Proin a tellus sed risus lobortis sagittis
    eu quis est.
    What worked?
    ● We adapted our strategy
    ○ Product Leadership to Operational Excellence
    ○ Shifted away from cost focus strategy

    ● We invested a lot to our people and capabilities.

    ● Our assumptions on how others would bid and our


    chance in winning bids (scenario planning).

    What didn’t work?


    ● Our initial strategy overlooked the base model.
    ● Our objective for year 1 was not clear enough.
    ● Not all models (Porter’s 5 forces/ PESTLE) apply to
    our simulation.
    ● Gain a better understanding of the lever for the metrics.
    ● Invest more in the beginning.
    ● Should have bid on all opportunities in year 1 and not
    What we would opt out base model.
    ● Try to understand what other teams are doing before
    do differently? we make year 1 decision.
    The Good

    How we ●
    ●
    Psychological safety
    We listened to, but also challenged each other
    work as a ●
    ●
    We always managed to come to an agreement
    Our team was made up of diverse skills and expertise, and we were
    team? able to leverage our individual strengths to maximise outcomes

    The Bad

    ● A ‘leaderless team’
    ● Took longer than expected to rationalise the task
    ● Tried to achieve a definitive/ right decision when it perhaps wasn’t
    possible
    ● At time different expectations and levels of preparedness, which
    highlighted the different ways of learning within our team
    ● Set expectations up front
    ‘The ● Implement a mechanism for providing immediate and continuous
    feedback throughout the
    do-over’ ● Stop and assess how things are going throughout the process
    Continue investing in people and
    capabilities

    Recommendations
    Re-benchmark assumptions every
    to the new Leadership Team year

    Be Brave Don’t be afraid to leave segments

    Be Bold
    Think BIG Blue Ocean Strategy
    Public Air Purification
    Blue Ocean Strategy #1
    Public Air Purification
    Blue Ocean Strategy #1
    Offshore Wind Farms
    Blue Ocean Strategy #2
    Offshore Wind Farms
    Blue Ocean Strategy #2
    LEADERS Operational Excellence
    INSIGHT Lean Operating Model in Competitive Market

    “Cause- Effect “Scenario


    Connection”
    Cherry
    Urban Wind Planning”
    Ardi

    Revenue Drivers Staffing Technology Barriers


    ● Internal staff ● New Investments
    New Demand / ● Contractors Material Cost
    Contracts ● Experienced
    Team “Flexibility To Pivot”
    ● Training days Holly
    ● After Services
    ● Customer Support Climate Change
    COGS (Price) Leader’s / Disasters
    Flexibility Process
    “Take A Step Back” & ● Manufacturing
    Discount Price & Assembly Competitors
    Testing Decisions”
    Matt ● Supplier
    Relationship
    ● Business
    Reputation / Investors Trust Development
    Market Type Declining Market
    (High/Low EFO) ● Dividend

    “Key Drivers Of Business Profitability & Strong Positioning” , Kanty


    What this business
    simulation exercise
    prepared us in the Holly Pobjie Matt Hoyer
    ‘real world’? It reinforced the need for flexibility - to be
    able to react to the external environment
    Sometimes the most important thing you
    can do is take a step back - avoid paralysis
    and what your competitors are doing. You by analysis by testing your decisions
    have to be willing to pivot against a simpler but broader perspective

    Ardi Papas Kanty Widjaja Cherry Zhao


    The importance of scenario Case example is my industry in consulting. It prepared me to develop a
    planning in developing strategic I have better strategic thinking on how strategy map by drawing a
    foresight. maximising number of my clients & the cause-and-effect connection
    ARR/client whilst balancing that with the correct between strategic objectives.
    the ratio consultants (internal & contractor).

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