Normann’s Reframing Process and
the strategy lab process
Dr. Fredrik Lavén
fredrik.laven@handels.gu.se
Researcher at the Department of Business Administration and GRI
Management Consultant at NormannPartners
Fredrik Lavén
2011-11-09
www.handels.gu.se
The reframing process
What business are
we in? Who are we?
What business could we
be in? Who could we be?
Opening and
distancing phase
What business should we
be in? Who should we be?
Closing and
focusing phase
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se
The crane – a tool for reframing business
Level of
system
logic
S1 S3
S2 S4
Analysis of
contextual
domains,
customers
& invaders
Historical search
for driving forces and
distinctive competences
Vision
Business
idea
Strategy
Action plan
Conceptual
past
Conceptual
future
The
tacit
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se
The crane – a tool for reframing business
Level of
system
logic
S1 S3
S2 S4
Analysis of
contextual
domains,
customers
& invaders
Historical search
for driving forces and
distinctive competences
Vision
Business
idea
Strategy
Action plan
Conceptual
past
Conceptual
future
The
tacit
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se
Historical driving forces and what we are
• Exploring business ideas and distinctive competences
(both in company and in business system)
• Historical search for driving forces that have shaped the
present – what have been key events and factors and
how are they related?
Fredrik Lavén
2011-11-09
www.handels.gu.se
The crane – a tool for reframing business
Level of
system
logic
S1 S3
S2 S4
Analysis of
contextual
domains,
customers
& invaders
Historical search
for driving forces and
distinctive competences
Vision
Business
idea
Strategy
Action plan
Conceptual
past
Conceptual
future
The
tacit
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se
Upframing
• Exploring the wider business system – what are the key
inputs?
• What are the key value creating process in the customer
context of use?
• What does the value constellation look like?
• Who are the dominant players, innovators, and
invadors? And what do they do?
Fredrik Lavén
2011-11-09
www.handels.gu.se
Changes in the contextual environment
• Economic development and globalization
• New technologies
• Changing demographics and social values
• Geopolitical shifts
• Environment and climate
• Regulation and legislation
Exploring how does this affect customers,
competitors and collaborating partners, and
what opportunities and threats does this have?
Fredrik Lavén
2011-11-09
www.handels.gu.se
2011-11-09
Fredrik Lavén
www.handels.gu.se
The crane – a tool for reframing business
Level of
system
logic
S1 S3
S2 S4
Analysis of
contextual
domains,
customers
& invaders
Historical search
for driving forces and
distinctive competences
Vision
Business
idea
Strategy
Action plan
Conceptual
past
Conceptual
future
The
tacit
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se
The strategy labs
• SL1: Entering the lab, forming groups, beginning work
• SL2: Who we are (competences, business idea and historical
drivers of change
• SL3: Upframing (mapping value constellations, analyzing
customers, dominant actors, innovators, invadors, etc.)
• SL4: Scenarios (scenario planning and exploring drivers of
change and their strategic implications)
• SL5: Literature seminar (reading is necessesary for learning
and inspiration)
• SL6: Drafting strategies (presenting first strategic
recommendations based on analysis, discussing draft reports)
• SL7: Final presentation (to an imagined client)
Fredrik Lavén
2011-11-09
www.handels.gu.se
The crane – a tool for reframing business
Level of
system
SL
logic3
Upframing
Analysis of
contextual
domains,
customers
& invaders
Historical search
for driving forces and
distinctive competences
Conceptual
past
SL 2
Who we are
SL 4
Scenarios
S1 S3
S2 S4
Vision
Business
SL
6
idea
Drafting
Strategy
Action strategy
plan
Conceptual
future
The
tacit
(Source: Normann, 2001)
Fredrik Lavén
2011-11-09
www.handels.gu.se