BoSON23 | Alex Osterwalder | Coaching & Leadership in Remote Companies

My CEO Apprenticeship
With Alex Osterwalder

Alex Osterwalder
@AlexOsterwalder
Yves Pigneur
@YPigneur

Leadership
Awareness
Understand world-class
innovation management
and Culture.
Innovation
Ecosystem
Build your blueprint for
reinvention and growth.
Growth
Portfolio
Build your capacity for
reinvention. Generate new
growth in 12 months.
Growth
Discovery
Design, test and adapt
10 new early-stage business
ideas in only 3 months.
Solutions

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How entrepreneurship and leadership is often
portrayed in pop culture
Go to www.menti.com
and use the code: 4885 7645
What’s the reality of entrepreneurship?
Use Menti

Strategyzer 7
CEO Apprenticeship
1 2 3
Coaching Culture Explore & Exploit
Coaching
1

Steve Blank
Mentoring (& technical coaching)
Yves Pigneur Shani Ospina
Leadership & breakthrough coaching
Carl Samuels Marshall Goldsmith
Traditional leadership
coahcing: e.g. adding too
much value

Becoming a better leader by
understanding oneself better:
Why? I’m not broken!
“We are not pure, kind, loving beings [...] We are
deeply dangerous and most of us are on the edge
of insanity - this is not an exception, it's just what
it means to be human.”
— Alain de Botton, philosopher
“All of us are just holding it together. We are
dangerous to be around. We have all sorts of
impulses, feelings, desires, which makes us great
trouble to be around.”
“The only people we can think of as normal, are
people we've just met. Once we've met them a
little bit more, we all of a sudden realize that they
are not normal.”

we’re all a little “broken”
we’re all a little “broken”
… we all have ample room to grow as people and
ultimately leaders
->
what could we be?
we’re the same person “at work” or “at home”
at Strategyzer everybody gets a $2,500.-
coaching/growth budget to work on professional
and personal challenges

Emotional Literacy
Beta version by
©Shani Ospina
I get tense because my co-founder asks
questions about a strategic direction I
thought we were aligned on.
Do I feel like he still doesn’t trust the strategy
or mistrusts my judgement and my insights?
Is he really aligned with our strategy? Is he
undermining it? I think I believe he is misaligned and
is trying to find arguments against our strategy.
His intent is truly to understand what each piece of
evidence and insights means. My tension comes
from the fact that I don’t know for sure either.
By listening to my co-founder carefully and trying to
help him follow my reasoning we will grow stronger.
Go to www.menti.com
Coaching: hot or not?
Use Menti Culture
2

“If you want to understand a culture, you need to
map it..”
— Dave Gray, entrepreneur & author
The Culture Map
Outcomes
Beta
Behaviours
Enablers/Blockers
copyright: Strategyzer AG & Dave Gray, 2015
The makers of Business Model Generation and Strategyzer
dave gray:
davegrayinfo.com strategyzer.com
A Change Management Tool
Designed by: Date: Iteration:
Designed for:
Formal or informal rules, policies, routines, reward systems, rituals, …
What are our desired outcomes?
What behaviors will allow us to
achieve our desired outcomes?
What enables and blocks
us from our goals?
The Culture Map
DEFINITION
What you want to “harvest”
from a garden (fruits)
Elements that allow a garden
to
fl
ourish (water, fertilizer)
The heart of your culture
Outcomes
The concrete positive or negative conse-
quences resulting from people’s behavior.
Behaviors
How do individual and teams act or conduct
themselves within the company? What do
they do or say? How do they interact?
What patterns do you notice?
Enablers/Blockers
The levers that lead to positive or negative
behaviors inside your company. These could
be formal policies, processes, and reward
systems, or informal rituals and actions that
influence people’s behaviors and, ultimately,
influence a company’s outcomes.
DAVE GRAY
Author and entrepreneur
“If you want to understand
culture, you need to map it.”
DEFINITION
The Culture Map
Together with Dave Gray, Strategyzer developed
the Culture Map as a tool to design better-
performing companies. The Culture Map is a
practical, simple, and visual tool to understand,
design, test, and manage the corporate culture
you want to bring to fruition in your organization.
In this book we use the Culture Map to map
and design an innovation culture.
296
CULTURE
296
“Cultivate
corporate culture like
a garden”
The Culture Map
DESIGN

Shani Ospina
“Stress-test” candidates before hiring “challenge”
Build a true feedback culture

The Fish Rots from the Head
2021
2020 2020

Governance,transparency &
idea meritocracy
What you want to “harvest”
from a garden (fruits)
Elements that allow a garden
to
fl
ourish (water, fertilizer)
The heart of your culture
Outcomes
The concrete positive or negative conse-
quences resulting from people’s behavior.
Behaviors
How do individual and teams act or conduct
themselves within the company? What do
they do or say? How do they interact?
What patterns do you notice?
Enablers/Blockers
The levers that lead to positive or negative
behaviors inside your company. These could
be formal policies, processes, and reward
systems, or informal rituals and actions that
influence people’s behaviors and, ultimately,
influence a company’s outcomes.
DAVE GRAY
Author and entrepreneur
“If you want to understand
culture, you need to map it.”
DEFINITION
The Culture Map
Together with Dave Gray, Strategyzer developed
the Culture Map as a tool to design better-
performing companies. The Culture Map is a
practical, simple, and visual tool to understand,
design, test, and manage the corporate culture
you want to bring to fruition in your organization.
In this book we use the Culture Map to map
and design an innovation culture.
296
CULTURE
296
“Cultivate
corporate culture like
a garden”
The Culture Map
DESIGN
Alan Mulally
former CEO Ford

ALIGNMENT
HUDDLES
DECISION
FORUMS
CELLS
WHERE COMPANY-LEVEL
DECISIONS ARE MADE (DACCI)
WHERE COMPANY-LEVEL
ALIGNMENTS TAKE PLACE THAT
DON’T REQUIRE DECISIONS
VALUE PROPOSITIONS
AND SUPPORT FUNCTIONS
(DACCI)
STRATEGY
IMPLEMENTATION
CELLS
CELLS
CELLS
CELL ALIGNMENT
HUDDLE
align focus,
fi
res, & deep
dives
CELLS
DECISION
FORUMS
ALIGNMENT
HUDDLES
STRATEGY
IMPLEMENTATION
HIRING
FORUM
INVESTMENT
FORUM
PROJECT
PORTFOLIO
FORUM
CELLS
allocate
resources
prioritize
next hires
+ / - / ↑/↓
projects
needs $
$
needs
🥷
approve needs
needs
STRATEGY
IMPLEMENTATION
CELLS
DECISION
FORUMS
ALIGNMENT
HUDDLES
GROWTH
HUDDLE
MARKETING
SALES
CUSTOMER
SUCCESS
align on
revenue
projections
projections
data
data
data evidence
HIRING
FORUM
INVESTMENT
FORUM
PROJECT
PORTFOLIO
FORUM
CELLS
needs $
needs
🥷
approve needs
$
needs
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
CELLS
DECISION
FORUMS
ALIGNMENT
HUDDLES
STRATEGY
IMPLEMENTATION

PRODUCT
FORUM
PRICING
FORUM
PROD/SALES/
CS HUDDLE
SALES
CUSTOMER
SUCCESS
+ / - / ↑/↓
products
de
fi
ne
prices
feedback/evidence
guidance
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
PROJECT
DELIVERY
CELLS
DECISION
FORUMS
ALIGNMENT
HUDDLES
STRATEGY
IMPLEMENTATION
HIRING
FORUM
INVESTMENT
FORUM
PROJECT
PORTFOLIO
FORUM
CELLS
allocate
resources
prioritize
next hires
+ / - / ↑/↓
projects
needs $
needs
🥷
approve needs
PRODUCT
FORUM
PRICING
FORUM
PROD/SALES/
CS HUDDLE
SALES
CS
+ / - / ↑/↓
products
de
fi
ne
prices
feedback/evidence
guidance
CELL ALIGNMENT
HUDDLE
align focus,
fi
res, & deep
dives
GROWTH
HUDDLE
MARKETING
SALES
CUSTOMER
SUCCESS
align on
revenue
projections
projections
data
data
data evidence
$
needs
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
OUTBOUND
EXPERIMENTS
PROJECT
DELIVERY
CELLS
DECISION
FORUMS
ALIGNMENT
HUDDLES
STRATEGY
IMPLEMENTATION
KPIs to Explore
& Exploit
3
The Explore-Exploit challenge
and the limits of OKRs

8 9
The Iterative
Process
Business Concept Design
Design is the activity of turning vague ideas,
market insights, and evidence into con-
crete value propositions and solid business
models. Good design involves the use of
strong business model patterns to maximize
returns and compete beyond product, price,
and technology.
The risk that a business can’t get access
to key resources (technology, IP, brand, etc.),
can’t develop capabilities to perform key
activities or can’t find key partners to build
and scale the value proposition.
Testing and reducing risk
To test a big business idea you break
it down into smaller chunks of testable
hypotheses. These hypotheses cover three
types of risk. Firstly, that customers aren’t
interested in your idea (desirability).
Secondly, that you can’t build and
deliver your idea (feasibility). Thirdly,
that you can’t earn enough money
from your idea (viability).
You test your most important hypotheses
with appropriate experiments. Each experi-
ment generates evidence and insights that
allow you to learn and decide. Based on the
evidence and your insights you either adapt
your idea if you learn you were on the wrong
path or continue testing other aspects of
your idea if the evidence supports your
direction.
Desirability risk
Customers aren’t interested
The risk that the market a
business is targeting is too
small, that too few customers
want the value proposition, or
that the company can’t reach,
acquire, and retain targeted
customers.
Feasibility risk
We can’t build and deliver
The risk that a business can’t
get access to key resources
(technology, IP, brand, etc.),
can’t develop capabilities to
perform key activities or can’t
find key partners to build and
scale the value proposition.
Viability risk
We can’t earn enough money
generate successful revenue
streams, that customers are
unwilling to pay (enough), or
that the costs are too high to
make a sustainable profit.
Reducing
Uncertainty
and Risk
TEST
BUSINESS
DESIGN
Ideate
Business
Prototype
Assess
Learn
D
e
c
i
d
e
Hypothesize
Experiment
Idea
Key Hypotheses
Business Model
Experiments
Value Proposition
Key Insights
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SEARCH
GROW
SEARCH,
ITERATE, FIND
(OR RETIRE)
SCALE &
MANAGE
The Explore/Exploit Continuum
Idea
Business
Results
tive
vague ideas,
to con-
d business
e use of
to maximize
oduct, price,
t get access
brand, etc.),
form key
ers to build
Testing and reducing risk
To test a big business idea you break
it down into smaller chunks of testable
hypotheses. These hypotheses cover three
types of risk. Firstly, that customers aren’t
interested in your idea (desirability).
Secondly, that you can’t build and
deliver your idea (feasibility). Thirdly,
that you can’t earn enough money
from your idea (viability).
You test your most important hypotheses
with appropriate experiments. Each experi-
ment generates evidence and insights that
allow you to learn and decide. Based on the
evidence and your insights you either adapt
your idea if you learn you were on the wrong
path or continue testing other aspects of
your idea if the evidence supports your
direction.
Feasibility risk
We can’t build and deliver
get access to key resources
(technology, IP, brand, etc.),
can’t develop capabilities to
perform key activities or can’t
find key partners to build and
scale the value proposition.
TEST
BUSINESS
DESIGN
Ideate
Business
Prototype
Assess
Learn
D
e
c
i
d
e
Hypothesize
Experiment
Idea
Key Hypotheses
Business Model Value Proposition
Business Model(s)
Value Proposition(s)
Solution(s)
High uncertainty Low(er) uncertainty
SEARCH
GROW
Go to www.menti.com
How well do you understand EXPLORE?
Use Menti
Uncertainty
Higher: unpredictable
what will work ->
test & iterate fast
Lower: predictable what is
likely to work ->
plan & execute
Uncertainty
likely to work ->
plan & execute
investments
Large bets after deep
analysis -> predictable &
planned returns
Small initial bets made
quickly to test -> invest if
evidence else retire project
what will work ->
test & iterate fast

Uncertainty
likely to work ->
plan & execute
investments
planned returns
goals & metrics
On track, time & budget?
is everything going as
initially planned?
Is it possible? What did we learn?
does evidence suggest we should
continue, iterate, or retire project?
what will work ->
test & iterate fast
3 buckets
improved processes
or re
fi
ned value
propositions
new customers, new
channels, or new
geographies
new business models,
value propositions, or
revenue models
+transformative +sustaining +ef
fi
ciency
metrics/KPIs metrics/KPIs
leadership style
leadership style
culture culture
processes processes
skills & experience skills & experience
investment style investment style
AKIs OKRs
Aspirations and
Key Insights
Objectives and
Key Results

Objectives & Key Results
OKRs to manage your
business
AKIs OKRs
Aspirations and
Key Insights
Objectives and
Key Results
OKRs
The Objective is the goal we plan to achieve - ideally
formulated as an outcome rather than an activity.
The Key Result is the metric by which we measure our
progress towards our objective - several key results can
be used in parallel or sequentially to measure progress
towards the same objective.
OKRs
Objective: ______ million CHF in sales from Growth
Solutions in 2023 from our conventional inbound leads.
Key Result #1: _____ million CHF in sales pipeline at
stage Sales Qualified Opportunities (SQO).
Key Result #3: 0 sales lost to competition if price was not
the challenge.
Key Result #2: _____ million CHF in sales pipeline at
stage Proposals Sent.

Uncertainty
likely to work ->
plan & execute
investments
planned returns
goals & metrics
On track, time & budget?
is everything going as
initially planned?
what will work ->
OKRs
Uncertainty
investments
goals & metrics
what will work ->
OKRs
We have strong evidence from
the past that makes this
objective relatively predictable
conduct a thorough analysis and
plan resources to achieve the
key results for this objective.
Regularly review key results to
measure progress toward the
objective. Analyze what blocks/
enables progress.
Aspirations & Key Insights
OKRs to manage your
business
AKIs OKRs
Aspirations and
Key Insights
Objectives and
Key Results

The Aspiration is the goal we hope to achieve - ideally
formulated as an outcome rather than an activity.
The Key Insight is what we need to learn about to assess
if the aspiration is possible - several key insights can be
used in parallel or sequentially to measure achievability
of the same aspiration.
AKIs
Aspiration: _______ million CHF in sales for platform
from enterprise in 2023
Key Insight #1: We understand what potential customers
value most about platform that may lead to a sale
AKIs
Key Insight #3: We understand what pricing structure
resonates with customers who consider buying platform
Key Insight #2: We understand which type of customers
and contexts lead to platform buying interest or intent
Uncertainty
investments
goals & metrics
OKRs
We have strong evidence from
the past that makes this
objective relatively predictable
conduct a thorough analysis and
plan resources to achieve the
key results for this objective.
Regularly review key results to
measure progress toward the
objective. Analyze what blocks/
enables progress.
AKIs
We have no or little evidence for
success yet, which makes it a
relatively unpredictable aspiration.
design quick & cheap
experiments to produce evidence
& key insights for this aspiration.
Regularly review evidence and key
insights to assess achievability of
the aspiration. Decide to continue,
iterate or retire based on evidence.
Exploring New Ideas
Test
Reduce
Innovation
Risk
Idea PROGRESS
Search: Shape, Test, Adapt
Risk Reduction
& Funding
Pro
fi
table
Business
The Iterative
Process
Business Concept Design
Design is the activity of turning vague ideas,
market insights, and evidence into con-
crete value propositions and solid business
models. Good design involves the use of
strong business model patterns to maximize
BUSINESS
DESIGN
Ideate
Business
Prototype

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