The Strategic Conversations Implementation Program (SCIP) is a six-month engagement designed to enhance significantly participants’ ability to programmatically drive business model innovation and organizational change. It is a guided learning process in which 2-3 business model innovations are conceived and executed.

Upon completion of the SCIP, the organization will enhance its ability to:

  • Make strategic and business model innovation decisions.
  • Deeply engage employees in creating and implementing business model innovations.
  • Speed up, and reduce the costs of, business model innovations.
CBridge Partners acts as program architect, guide and coach to enhance and speed the development of the client’s capability to imagine, design, and implement change more effectively. This is accomplished by prototyping 2-3 business model innovations via a guided program with four components:
  1. Assessment. Organizations that have successfully used strategic conversations – while diverse in their size, industry, and approaches – do share common competencies and capabilities. The program will evaluate the client against these benchmarks, noting strengths and gaps so that the next three components are customized to the client’s needs.
  2. Structuring. Strategic conversations are more likely to thrive given the right structure. CBridge Partners will work with the client to structure overall program governance, team composition, project methodology, data collection and use, and virtual and physical infrastructures.
  3. Orientation. For most, deeply engaging employees in creating and deploying business model innovations not based on traditional top-down management practices is an attractive but unfamiliar proposition. CBridge Partners will hold workshops throughout the engagement to provide participants with common framework, vocabulary, norms, and rules of engagement to make the change process more predictable and efficient.
  4. Guided Action. CBridge Partners will work with participants in the business model innovation process to maximize the effectiveness of their work. CBridge Partners will keep key stakeholders, including management, up-to-date on progress, risks, and challenges.
The purpose of the program is to both deliver valuable business model innovation as well as to begin to convert organizational change into a continuous rather than discrete process. The engagement is divided into four distinct phases:
  1. Inception. The purpose of Inception is twofold:
    1. To initiate the process. This means enticing participation of both senior management and the people who will conceive of and drive the change, orienting participants to the strategic conversations framework, and setting up the supporting facilities and collaboration infrastructure.
    2. To refine and communicate the vision, scope and business plan of the business model innovations, and identify and solicit the teams accountable for results.
  2. Elaboration. During this phase the teams design the business model innovations, using internal or external experts in areas like user experience and lean processes as appropriate to enhance their work.
  3. Test for Executability. The purpose of this phase is to test the proposed business model innovations using real and virtual prototypes. During this phase, many more constituents (both within and external to the organization) will become actively involved in the process as they test, critique, and become familiar with the proposed changes.
  4. Transition. The purpose of Transition is to operationalize the business model innovations, develop a plan to engrain the learnings from the work into a repeatable and efficient change process, and to celebrate and recognize the accomplishments of all participants.
The participants and the program sponsors receive two reports:
  1. The Transformation Capacity Assessment report, noting the organization’s strengths and challenges in implementing strategic conversations.
  2. A roadmap for turning the learning gained during the execution of the business model innovation prototypes into systemic change to the way the organization conceives, designs, and implements business model innovation.