The Development Space Navigator

Transcription

1 The Development Space Navigator User Guide You never really understand a person until you consider things from his point of view, until you climb inside of his skin and walk around in it. Atticus Finch In Harper Lee s To Kill a Mockingbird

2 Table of contents Atticus at a glance Building on what our best do already The Concept Getting started with the Deal Space Navigator What you walk away with Glossary

3 Atticus at a glance Our world is changing. LNG buyers, resource owning governments, their citizens and our JV partners have their own ideas about the best outcome. They are increasingly active and influential. They have the power to demand change, stall deals and cost us billions of dollars when we do not share their vision. This increasingly complex world requires a step change in our ability to co-create mutually profitable outcomes and our agility to adapt our offer. We successfully innovate the finest technical solutions. But in order to secure the next generation of deals, we also have to partner and collaborate with today s more sophisticated Customers. So, Atticus mandate is to work with teams across IG and our JV partners to... Catalyze Outside-In, Customer-Pulled Growth: 1. Understand and leverage what success means to resource holders, partners, customers and stakeholders 2. Align our success with our their success 3. Co-create the right deals and the right stories about those deals Enabled by: 4. Infrastructure to bring the outside in 5. Continuous innovation to expand our capabilities and offers 6. Iterations of our delivery models to fit the ever changing circumstances of the outside world... Such that we timely deliver mutually profitable deals to meet our value growth targets.

4 Building on what our best do already 1. Excel in understanding all the people who can affect the deal (we call them Customers) 2. Deeply understand their needs and wants (and the difference between them) 3. Accurately recognize what success is for them what they are motivated by and want to achieve inside and outside the context of the deal 4. Define and frame our opportunities in this context, such that our solutions enable their success we include behavior and relationships as a CVP 5. Appreciate what a mutually profitable outcome is in light of the Customer s ambitions 6. Be able to build tailored CVPs for each customer group based on this balance 7. Test against the competition and understand; then emphasize our differentiation behavior is a differentiator. 8. Co-create and communication CVPs such that Customers embrace them. We aspire for Customers to tell us that this is what they experience every time they deal with Shell Each of our Customers have different narratives. A deal can only go ahead when the multiple narratives are aligned to support an outcome.

5 The concept A purpose-built, interactive software tool that helps opportunity and project teams process external inputs and stress test the potential value proposition of any potential deal. How it works The Development Space Navigator (DSN) helps teams capture and process the complex external reality and translate them into consequences for a deal. Not only does it provide a snapshot of an existing deal space and the degree to which key Customers and stakeholders are aligned, it can also highlight potential conflicts, perception gaps and quick win opportunities. Why we do it The DSN methodology enables teams action an Outside-In way of working. It gives teams a common framework, language and data set to foster co-creation and ultimately the basis for stronger alignment.

6 Complementing the Customer Immersion It is important to note that the DSN does not replace the need for live discussions and face-to-face interactions with our external partners, customers and stakeholders. The DSN is a tool that can help capture, track, map and optimize the complexity of the external relationships, how they might change over time and the potential impact on the success of a deal. Highlights Deeply explore the customer sets that have the power to influence an opportunity, project and deal space. Create summary outputs and data visualizations that map relative risks and opportunities, in the context of a Shell offer. The DSN is a very structured tool that encourages you to make a very rigorous assessment of your external needs and to what degree various solutions in the deal space would satisfy these. The impact of it, because of its rigor and requirement for multifunctional input, is comparable to what 3D visualization does for subsurface and drilling: it provides a platform for integrated, rigorous, multifunctional inventorization and scenario modeling Ron Essers Identify dilemmas between the project CVP and the Customer ideal, and then examine potential solutions

7 Getting started

8 Step 1: Customer Grounding The team s deep knowledge of external partners, stakeholders and other influential relationships is used to build a profile of each Customer their value drivers, needs, levers they could use to get what they want and their ideal Aspired CVPs. 1.1 Add and name the Customers that could influence the outcome of the potential or existing deal 1.2 Add value drivers, needs, levers and CVPs for each Customer For each Customer profile, identify and input their driving motivations, specific needs, levers they could use to delay a deal and then their ideal outcomes. 1.3 Rate Customer alignment with the current Shell offer Where a project / deal space already exists, adjust the Aspired CVP alignment slider bar to reflect the degree to which each Perceived Alignment is aligned with the current Shell offer. Green indicates that a Customer Aspired CVP is well aligned with the current value proposition. Whereas Red indicates that a Customer Aspired CVP is in conflict with the existing value proposition Then rank the relative priority and importance of the different Value Drivers and Aspired CVPs you enter. We recommend the team work collaboratively offline and use the DSN as a tool to capture the customer profile you generate. You can do this by clicking on any customer as seen above and adding them in the proceeding steps as seen in the right picture.

9 Step 2: Potential conflicts and generating plausible resolutions Now that the profiles are each Customer has been captured, the team can now review the interplay and dynamics between the different Customers. 2.1 Review the Aspired CVPs for each Customer See whether they conflict with the CVPs of other parties involved in the deal and where a mutually acceptable resolution would be required to move forward. 2.2 Capture Conflicting CVPs & Suggest Resolutions Create Conflicting CVPs to capture each of the Customer conflicts you have identified. For each Conflicting CVP, propose a plausible Resolution, a suggestion that you think (with your Customer hat on), if implemented, would move the deal forward. 2.3 Rate each of the Resolutions you ve suggested Conflicts aren t a one way street. Other parties may have a identified a conflict of interest with something you want from the deal, even if you didn t think it was a deal breaker. 2.4 Review the Resolutions from other parties that might affect you and rate their perceived impact how much you feel the Resolution will resolve the conflict and lead to total alignment. Green indicates that a Resolution would address the unmet Customer needs and aspirations, and hence help resolve a potential conflict of interest. Again we recommend the team work collaboratively offline to generate multiple plausible resolutions and then input the best option.

10 Step 3: Visualizing Customer Alignment Participants can review everything they ve entered and save the Current State of the world they ve created. After saving, you can view the current alignment of all the Customers with the existing deal. 3.1 Review the Current State The dashboard shows an alignment rating for each Customer and then an aggregate dial representing an indicative likelihood of the deal being successful given the existing Shell offer. 3.2 Creating and navigating between multiple saved States Participants can make adjustments to the Customer inputs to update the Current State or create additional States of the world over time to track how the external reality and relationships are changing over time and see how that affects Customer alignment.

11 Step 4: Potential conflicts and generating plausible resolutions After generating the current Customer alignment (Current State), participants have the opportunity to look at ways to make more Customers more aligned. Note that appeasing one Customer may not necessarily appease others (or Shell). 4.1 Create New Optimization 4.3 Save and create multiple Optimizations Once multiple Optimizations have been created, you can review them and compare them to understand which way forward could maximize the likelihood of Project and Deal success, given the Current State of world you ve created. 4.2 Browse and enable Plausible Resolutions to Customer Dilemmas Participants can browse through the Conflicting CVPs and Plausible Resolutions for each Customer and see how moving forward with one or more proposed Resolution effects the deal s overall alignment. When you enable a plausible resolution, it is added to the 'Toggled resolutions' list. This lets you easily keep track of the optimization you're creating as you switch between the Customer tabs and browse their Conflicting CVPs and Resolutions. 4.4 Select the preferred optimization to become a Recommended State

12 What you walk away with The whole Customer Immersion experience and the DSN methodology add up to a new way of co-creating, communicating and building alignment with Customers. Project teams, external partners, Customers and stakeholders step into each other s shoes and build empathy and new understanding Complex relationships are captured in a common framework, aiding on-going documentation and decision-making The platform encourages teams to explore multiple future scenarios, helping shift their mindset from linear to multi-outcome planning Creates mutual confidence to pivot or stay on course The ability for counterparts who are often sitting across the table from each other, to sit next to each other and be in the role of a different individual and an organization, and to together explore what that individual or organization might be after, how they might see the world, that is very powerful because by the end of it, they find alignment Maryam Ayati The DSN methodology doesn t end here. The external context, Customers needs and relationships will continue to evolve as the project progresses. The DSN can help teams continuously scan and track how these changes could impact the success of the deal space and how the Shell offer could be optimized.

13 Glossary Value Driver A customer s broad definition of what they want. For example, prosperity. Perceived Need A specific need that underpins a Value Driver. For example, employment. Success What counts as success for a customer when thinking about a specific value driver. For example, local construction and staffing. Levers Aspired CVP A theoretical value proposition that would totally satisfy a customer within the context of the project as regards a given Value Driver. For example, 100% Local Procurement. Importance How a customer would rank each Aspired CVP as a means of satisfying their Value Drivers. Alignment A measure of how closely one believes that the current offer from the project aligns with an Aspired CVP. The way that a customer will try to ensure that they get success on their Aspired CVPs and leverage they have to enforce it. For example, Local Content Regulation.

14 Questions or comments, please contact : Nir TenBosh Nir.tenbosh@Shell.com