Angela Torres (ENEA '97)

Reflection Assignment – Visualization Applied to Scenario Planning

Challenge  I have a working session with a new client on Tuesday, June 9 in which they would like to prepare for strategic  thinking.  The organization is a health benefits and wellness consulting firm and they have recently experienced  friction within the leadership team over the direction they should take the business. Two high-ranking executives  have recently separated from the organization, largely due to the discord at the top. I have the opportunity to  engage the remaining six members of the leadership team in an hour-long conversation, preceded by a survey to  gather their candid input and perspectives.  While I have my own professional services firm and do consulting  work, my familiarity with their particular industry and focus is fairly limited.  They did not seem ready for a  comprehensive strategic planning engagement, so I concluded that an appropriate first step would be to engage  the team in a scenario planning exercise, especially given the vast uncertainty that all businesses are now facing.  I  incorporated design thinking concepts into the facilitation model for this session.    Selection  I decided to integrate the tool of visual thinking, or visualization, into the scenario planning exercise I will be  leading for my client. I felt this would be the best way to guide them through an exercise focused on key  uncertainties they are facing in the business.  My objective is to have  them produce two versions of a 2x2 matrix similar to the one on the  right, but instead of the two axes shown here (“production costs” and  “product differentiation”), their chosen dimensions will be external  factors that are important for them to consider in their business.  I want  the team to think about forces over which they have no direct control,  and for which two possible extremes of the future could occur (e.g.,  “high” vs. “low”).  I feel that this visual approach will allow them to  develop a shared view of the probable future.  In Week 1, Angela Meyer  discussed that visualization helps design thinkers make their ideas  tangible and concrete, and that this is a more likely path to achieve  consensus and agreement than through verbal deliberation alone. Given  the current climate of this team’s interaction, I felt that promoting  collaborative thinking through visualization would be the most productive path.    Application  The most critical input for this visualization exercise is the team’s thoughts on critical uncertainties facing their  business, which I gathered through a preliminary survey to the team.  Specifically, I asked the following question:

Angela Torres (ENEA '97)

I have assembled the list of uncertainties that they collectively identified and plan to share with them during the  session.  I will provide time for them to ask questions of each other and get clarification on any factors that are  unclear or too ambiguous.  I will then split the team into two subgroups, using the Breakout Rooms feature of  Zoom, and I will ask for each group to select the top two forces that they feel should be taken into account in  future strategic decision making.  During this breakout time, I will also task them with producing a 2x2 matrix like  the one shown above. Then they will select one quadrant that they feel best reflects the most likely future, assign  it a descriptive title, and outline some of the details that might unfold in their shared view of the future.  I have  prepared Google Slides in advance with templates for them to populate during this breakout period.    After 15 minutes, we will return to the main Zoom room to discuss the two matrices, comparing and contrasting  the two alternate versions of the future the groups visually depict.  We will also discuss how these images can be  used as a strategic frame to consider some of the pressing decisions the team is facing.  I also asked them to think  ahead about these decision before the session as well, using the following survey question:

Insights  The core four-question framework of the course, on its own, yielded the most substantive insights I am taking  away at this point in time.  Specifically, the framework and how it was presented led me to make three important  observations, which I will connect in each case to my focus of scenario planning:

a) Questions drive ideation.  Asking what is, what if, what wows, and what works led to highly impactful

results in all of the case examples highlighted.  I was most struck by how asking and answering questions  accelerated the generation of concrete options in The Good Kitchen and MeYouHealth cases. ‘Possibility  thinking’ is at the heart of scenario planning and design thinking.

b) Ideas come to life in pictures. Right at the outset of the course, in the Week 1 segment 3 video, Professor

Liedtka unravels a spaghetti of lines to unveil the key framework of the course.  In a similar revelatory  fashion, conducting scenario planning visually should help the future to unfold and become clearer to my  client team, right before their eyes.

c) Visualization aids decision making. As we saw in formulating the new menu for The Good Kitchen and the

MVP app for MeYouHealth, pictures were instrumental at the beginning of the design process.  Similarly,  my client will first conduct scenario planning to create matrices that visually depict the future, and then  they will use these pictures to make important decisions about the future of their business.

Approach  I have begun to review the survey data to see what the team has submitted for the two key questions highlighted  earlier in this paper, and I am encouraged by what I see.  A sanitized overview of the possible decisions (Q#2) and  key uncertainties (Q#3) is listed on the following page.  While the responses for Q2 are all well-framed decisions to  explore, not everyone followed the directions for Q3 to identify the two extremes of the key uncertainties (see  next page).  I will learn during the session whether this issue is due to misunderstanding the instructions or to  trouble articulating their thoughts.  Either way, I think these data show that the leadership team will have a lot of  meaningful questions to consider and visually explore together.  My hope is that they are also able to experience  the promise of increased alignment that Angela Meyer highlighted at the end of Week 1.  This was a great course  to take during the tectonic shifts underway in our world and I am fortunate to have made new connections also!

Angela Torres (ENEA '97)

Actual Data from Client Survey

conducted via SurveyMonkey June 1-3, 2020

Responses to Q2 (key decisions) – note: should all be framed as yes/no questions starting “Should we…”

be leading with one practice (EB vs. HCC) in the marketplace?     modify our "go to market" strategy to integrate HCC and Benefits together? If so, how integrated should/could they be with  regards to sales, pricing & delivery?

Better define markets and market based solutions and align sales team accordingly

lead with only Employee benefits?

Reevaluate benefits team structure?  invest aggressively in technology that will help us better engage with our prospects and clients, allow us to appear more  'polished', and make us EXPERT and MASTER communicators?

expand geographical footprint?    double down on the virtual environment concept and adaption and use the opportunity to modify our offerings and invest in  technologies/tools/products that would enable us to do that?

Establish a client advisory group to gain better insight into client needs based?

invest in new products/ innovation?

Consider buying smaller agencies?

consider a reduction in salaries across the board, and when?

restructure our service model and support staff to enable additional investments sales and production?   consider changes to the budget and/or the organizational structure/staff in anticipation of the business impact of COVID-19  and lack of anticipated sales?

Double down on DEI solutions?

expand to other cities more aggressively?

Look at an individual wealth management partner?

change our sales model to include and involve ALL employees in the business development process?

Responses to Q3 (key uncertainties) - note: should all define two possible future extremes in parentheses

socialization of healthcare (yes, no)  degree to which virtual interaction will be desired/accepted after COVID is under control (fully accepted/desired, no longer  accepted/desired))

Role of DEI in organizations based on recession and current events  (low importance/high importance))

Prevalence of market consolidation and a boutique's firm’s ability to compete (extremely unlikely, very likely)

Universal healthcare  Effect of a Biden Administration on HealthCare - specifically around a change to Employer based purchasing. (non-issue,  devastating)

role of insurance carriers setting brokerage fees (stay as is, eliminate)

carrier's payment to Brokers/General Agents after the COVID impact (same as today, elimination of 3rd party payment)

Impact of current external factors on state of mental health of our clients employees (irrelevant/ paramount)

Degree in which economic changes will impact our sales and service offerings (Very Low, Very High)

COVID 19-  Current Crisis diminishing our ability to "connect" with prospects in the traditional way and generate new business. (painful,  painful)

threat of business closures in Fall with resurgence of COVID.

prevalence of small-mid size companies open to using brokers/consultants without a local presence (common, highly unlikely)

Degree of change for the HR function adequately support the next nor (low change/high change

Degree to which political changes could impact our EB business? (Very unlikely, Very likely?)

How do we engage prospects virtually

Short-to-midterm Impact of recession on ability of our Human Capital division to generate opportunities and revenue (


Angela Torres ( ENEA ' 97 ) Reflection Assignment – Visualization Applied to Scenario Planning Challenge I have a working session with a new client on Tuesday , June 9 in which they would like to prepare for strategic thinking . The organization is a health benefits and wellness consulting firm and they have recently experienced friction within the leadership team over the direction they should take the business . Two high - ranking executives have recently separated from the organization , largely due to the discord at the top . I have the opportunity to engage the remaining six members of the leadership team in an hour - long conversation , preceded by a survey to gather their candid input and perspectives . While I have my own professional services firm and do consulting work , my familiarity with their particular industry and focus is fairly limited . They did not seem ready for a comprehensive strategic planning engagement , so I concluded that an appropriate first step would be to engage the team in a scenario planning exercise , especially given the vast uncertainty that all businesses are now facing . I incorporated design thinking concepts into the facilitation model for this session . Selection I decided to integrate the tool of visual thinking , or visualization , into the scenario planning exercise I will be leading for my client . I felt this would be the best way to guide them through an exercise focused on key uncertainties they are facing in the business . My objective is to have them produce two versions of a 2x2 matrix similar to the one on the right , but instead of the two axes shown here ( “ production costs ” and “ product differentiation ” ) , their chosen dimensions will be external factors that are important for them to consider in their business . I want the team to think about forces over which they have no direct control , and for which two possible extremes of the future could occur ( e.g. , “ high ” vs. “ low ” ) . I feel that this visual approach will allow them to develop a shared view of the probable future . In Week 1 , Angela Meyer discussed that visualization helps design thinkers make their ideas tangible and concrete , and that this is a more likely path to achieve consensus and agreement than through verbal deliberation alone . Given the current climate of this team ’s interaction , I felt that promoting collaborative thinking through visualization would be the most productive path . Application The most critical input for this visualization exercise is the team ’s thoughts on critical uncertainties facing their business , which I gathered through a preliminary survey to the team . Specifically , I asked the following question : Angela Torres ( ENEA ' 97 ) I have assembled the list of uncertainties that they collectively identified and plan to share with them during the session . I will provide time for them to ask questions of each other and get clarification on any factors that are unclear or too ambiguous . I will then split the team into two subgroups , using the Breakout Rooms feature of Zoom , and I will ask for each group to select the top two forces that they feel should be taken into account in future strategic decision making . During this breakout time , I will also task them with producing a 2x2 matrix like the one shown above . Then they will select one quadrant that they feel best reflects the most likely future , assign it a descriptive title , and outline some of the details that might unfold in their shared view of the future . I have prepared Google Slides in advance with templates for them to populate during this breakout period . After 15 minutes , we will return to the main Zoom room to discuss the two matrices , comparing and contrasting the two alternate versions of the future the groups visually depict . We will also discuss how these images can be used as a strategic frame to consider some of the pressing decisions the team is facing . I also asked them to think ahead about these decision before the session as well , using the following survey question : Insights The core four - question framework of the course , on its own , yielded the most substantive insights I am taking away at this point in time . Specifically , the framework and how it was presented led me to make three important observations , which I will connect in each case to my focus of scenario planning : a ) Questions drive ideation . Asking what is , what if , what wows , and what works led to highly impactful results in all of the case examples highlighted . I was most struck by how asking and answering questions accelerated the generation of concrete options in The Good Kitchen and MeYouHealth cases . ‘ Possibility thinking ’ is at the heart of scenario planning and design thinking . b ) Ideas come to life in pictures . Right at the outset of the course , in the Week 1 segment 3 video , Professor Liedtka unravels a spaghetti of lines to unveil the key framework of the course . In a similar revelatory fashion , conducting scenario planning visually should help the future to unfold and become clearer to my client team , right before their eyes . c ) Visualization aids decision making . As we saw in formulating the new menu for The Good Kitchen and the MVP app for MeYouHealth , pictures were instrumental at the beginning of the design process . Similarly , my client will first conduct scenario planning to create matrices that visually depict the future , and then they will use these pictures to make important decisions about the future of their business . Approach I have begun to review the survey data to see what the team has submitted for the two key questions highlighted earlier in this paper , and I am encouraged by what I see . A sanitized overview of the possible decisions ( Q#2 ) and key uncertainties ( Q#3 ) is listed on the following page . While the responses for Q2 are all well - framed decisions to explore , not everyone followed the directions for Q3 to identify the two extremes of the key uncertainties ( see next page ) . I will learn during the session whether this issue is due to misunderstanding the instructions or to trouble articulating their thoughts . Either way , I think these data show that the leadership team will have a lot of meaningful questions to consider and visually explore together . My hope is that they are also able to experience the promise of increased alignment that Angela Meyer highlighted at the end of Week 1 . This was a great course to take during the tectonic shifts underway in our world and I am fortunate to have made new connections also ! Angela Torres ( ENEA ' 97 ) Actual Data from Client Survey conducted via SurveyMonkey June 1 - 3 , 2020 Responses to Q2 ( key decisions ) – note : should all be framed as yes / no questions starting “ Should we … ” be leading with one practice ( EB vs. HCC ) in the marketplace ? modify our " go to market " strategy to integrate HCC and Benefits together ? If so , how integrated should / could they be with regards to sales , pricing & delivery ? Better define markets and market based solutions and align sales team accordingly lead with only Employee benefits ? Reevaluate benefits team structure ? invest aggressively in technology that will help us better engage with our prospects and clients , allow us to appear more ' polished ' , and make us EXPERT and MASTER communicators ? expand geographical footprint ? double down on the virtual environment concept and adaption and use the opportunity to modify our offerings and invest in technologies / tools / products that would enable us to do that ? Establish a client advisory group to gain better insight into client needs based ? invest in new products/ innovation ? Consider buying smaller agencies ? consider a reduction in salaries across the board , and when ? restructure our service model and support staff to enable additional investments sales and production ? consider changes to the budget and/or the organizational structure / staff in anticipation of the business impact of COVID-19 and lack of anticipated sales ? Double down on DEI solutions ? expand to other cities more aggressively ? Look at an individual wealth management partner ? change our sales model to include and involve ALL employees in the business development process ? Responses to Q3 ( key uncertainties ) - note : should all define two possible future extremes in parentheses socialization of healthcare ( yes , no ) degree to which virtual interaction will be desired / accepted after COVID is under control ( fully accepted / desired , no longer accepted / desired ) ) Role of DEI in organizations based on recession and current events ( low importance / high importance ) ) Prevalence of market consolidation and a boutique 's firm ’s ability to compete ( extremely unlikely , very likely ) Universal healthcare Effect of a Biden Administration on HealthCare - specifically around a change to Employer based purchasing . ( non - issue , devastating ) role of insurance carriers setting brokerage fees ( stay as is , eliminate ) carrier 's payment to Brokers / General Agents after the COVID impact ( same as today , elimination of 3rd party payment ) Impact of current external factors on state of mental health of our clients employees ( irrelevant/ paramount ) Degree in which economic changes will impact our sales and service offerings ( Very Low , Very High ) COVID 19- Current Crisis diminishing our ability to " connect " with prospects in the traditional way and generate new business . ( painful , painful ) threat of business closures in Fall with resurgence of COVID . prevalence of small - mid size companies open to using brokers / consultants without a local presence ( common , highly unlikely ) Degree of change for the HR function adequately support the next nor ( low change / high change Degree to which political changes could impact our EB business ? ( Very unlikely , Very likely ? ) How do we engage prospects virtually Short - to - midterm Impact of recession on ability of our Human Capital division to generate opportunities and revenue (