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WHAT IS IT FOR
ROUNDMAP™ SYSTEM 360 is a framework designed to help increase revenue by: (re-)defining the business strategy, (re-)aligning the strategy execution, (re-)integrating the front office operation, and improving customer performance.
On the one hand the framework offers a comprehensive mapping system of the customer dynamics at the ultimate level of truth: the customer lifecycle.
On the other hand it addresses the business strategy as well as the strategy execution by considering current and future opportunities, threats, strengths and weaknesses.
WHO IS IT FOR
ROUNDMAP™ was designed to help any business with any business strategy, for profit or non-profit, to increase the performance of the strategy execution, while remaining responsive to market changes.
As clearly stated by Peter Drucker: “The purpose of business is to create and keep a customer”. The level of detail in the customer lifecycle in the ROUNDMAP™ emphasizes the concern of the customer process to the purpose of business.
HOW DOES IT WORK
The ROUNDMAP™ has three entry points: (1) The performance of the customer dynamics, (2) The execution of the business strategy, and (3) The definition of the business strategy. Which entry point to take depends on the circumstances.
ROUNDMAP™ SYSTEM 360 consists of three layers: (1) business strategy, (2) strategy execution, and (3) performance. We address to these three layers as: STRATEGY 360, EXECUTE 360 and PERFORM 360. Together, they are the ROUNDMAP™.
These three layers are represented by three icons: Strategy (focus), Execute (orchestrate), Perform (measure).
The first layer emerged from constructing the customer lifecycle, indicating that it came from a bottom-up deduction. It led to the formation of four elemental business models that describe the dynamics of any known business model.
Prior to the Business Model Matrix™ (also known as ROUNDMAP™ Strategy 360) a business either operated in a product-centric or customer-centric way (2D). The literature did not account for any other business model. By adding a third dimension, we managed to incorporate all service- and platform-driven business models of the digital era into one 3D model.
The four elemental business models, identified by Edwin Korver, each have a distinct dynamic. In addition to Don Peppers graphical representation of product and customer centricity, we added two new graphs, completing the series.
To understand the level of sophistication of the ROUNDMAP™ and its components, we have created a strategic playbook, explaining some of the most noticeable dynamics of each of the four elemental business models.
We believe business models have evolved over time in two directions: either through SHIFTING or REGENERATION. Shifting is the most transformative: it is a revolvement to the next elemental business model. Regeneration is iterative.
Ricardo Semler acknowledged the negative effects of industrial compartmentalization on the level of engagement of factory workers. However, few realize that by adopting a similar form of solodization – by dividing the front office operation into silos, functions and tasks – we’ve created disengaged office workers, diminishing the performance of the front-office operation.
70% of Digital Transformation (DT) initiatives fail, according to a recent McKinsey study. Indicating a humongous amount of money (900 billion out of 1.3 trillion USD over 2017) and time wasted, let alone the opportunity costs.