1. Normann’s Reframing Process and the strategy lab process
Dr. Fredrik Lavén
Researcher at the Department of Business Administration and GRI
Management Consultant at NormannPartners
Fredrik Lavén

2. What business should we
The reframing process
Opening and
distancing phase
Closing and
focusing phase
What business are
we in? Who are we?
What business could we
be in? Who could we be?
What business should we
be in? Who should we be?
(Source: Normann, 2001)
Fredrik Lavén

3. The crane – a tool for reframing business
Level of
system
logic
The
tacit
Analysis of
contextual
domains,
customers
& invaders S1 S2 S3 S4
Vision
Business
idea
Strategy
Action plan
Historical search
for driving forces and
distinctive competences
Conceptual
past
future
(Source: Normann, 2001)
Fredrik Lavén

4. The crane – a tool for reframing business
Level of
system
logic
The
tacit
Analysis of
contextual
domains,
customers
& invaders S1 S2 S3 S4
Vision
Business
idea
Strategy
Action plan
Historical search
for driving forces and
distinctive competences
Conceptual
past
future
(Source: Normann, 2001)
Fredrik Lavén

5. Historical driving forces and what we are
Exploring business ideas and distinctive competences (both in company and in business system)
Historical search for driving forces that have shaped the present – what have been key events and factors and how are they related?
Fredrik Lavén

6. The crane – a tool for reframing business
Level of
system
logic
The
tacit
Analysis of
contextual
domains,
customers
& invaders S1 S2 S3 S4
Vision
Business
idea
Strategy
Action plan
Historical search
for driving forces and
distinctive competences
Conceptual
past
future
(Source: Normann, 2001)
Fredrik Lavén

7. Upframing
Exploring the wider business system – what are the key inputs?
What are the key value creating process in the customer context of use?
What does the value constellation look like?
Who are the dominant players, innovators, and invadors? And what do they do?
Fredrik Lavén

8. Changes in the contextual environment
Economic development and globalization
New technologies
Changing demographics and social values
Geopolitical shifts
Environment and climate
Regulation and legislation
Exploring how does this affect customers, competitors and collaborating partners, and what opportunities and threats does this have?
Fredrik Lavén

9.
Fredrik Lavén

10. The crane – a tool for reframing business
Level of
system
logic
The
tacit
Analysis of
contextual
domains,
customers
& invaders S1 S2 S3 S4
Vision
Business
idea
Strategy
Action plan
Historical search
for driving forces and
distinctive competences
Conceptual
past
future
(Source: Normann, 2001)
Fredrik Lavén

11. The strategy labs
SL1: Entering the lab, forming groups, beginning work
SL2: Who we are (competences, business idea and historical drivers of change
SL3: Upframing (mapping value constellations, analyzing customers, dominant actors, innovators, invadors, etc.)
SL4: Scenarios (scenario planning and exploring drivers of change and their strategic implications)
SL5: Literature seminar (reading is necessesary for learning and inspiration)
SL6: Drafting strategies (presenting first strategic recommendations based on analysis, discussing draft reports)
SL7: Final presentation (to an imagined client)
Fredrik Lavén

12. The crane – a tool for reframing business
Level of
system
logic
The
tacit
SL 3
Upframing
SL 4
Scenarios
Analysis of
contextual
domains,
customers
& invaders S1 S2 S3 S4
Vision
Business
idea
Strategy
Action plan
SL 6
Drafting strategy
Historical search
for driving forces and
distinctive competences
SL 2
Who we are
Conceptual
past
future
(Source: Normann, 2001)
Fredrik Lavén