The Team Contract What are the rules and behaviors that we

want to abide by in our team?

What needs to How I need to How facilitators

happen? be? need to be?
How does this strategy look like in 3Y?
 Briefly describe your organization’s current context.
Cascade Your
Remember
Make your best guess on the
current strategy -don´t make it
A. Name of organization or
Organzation
about what you wish it to be, but
company what it is now. In doing so, look
for gaps and opportunities (this
will help you in the next step as
you articulate a strategic
problem and question).

B. Current context of
organization
Are you winning in the way you want?
Who are your major competitors, what do they do?

C. The future state of your organization´s

industry
What major forces are in-play or could be in-play soon?

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 CHOICE FOR YOUR
CASCADE ORGANIZATION

What does it really mean to win in this business?

What are you trying to accomplish?

Geography: In what countries/regions do you seek to

win?
Customer: Which segment(s) —demographic and
attitudinal— do you seek to win in?
Channel: Through which distribution channels do you
seek to win?
Offer: What offerings (e.g.: producto categories,
content, services) do you design and execute this
strategy against? What offering is needed to win with
this customer?
Stages of Production: What parts of production do you
do yourself?

What, specifically is your competitive advantage? Will it

be a low-cost advantage or a different advantage?
What is your winning customer value proposition?

What key activities produce your competitive

advantage?
Which activities are most decisive in delivering the win?

What infrastructure /systems, processes, norms, and

culture, metrics) is needed in order to effectively execute
on this strategy?

Developed
by
Competition Analysis
Helpf Harmf
ul ul
Strenghts Weaknesses

I
n
t
e
r
n
a
l
Opportunities Threats
O
r
i
g
i
n
E
x
t
e
r
n
a
l

O
r
i
Squad 1
Squad 2
Squad 3
 Brainstorm starting strategic possibilities that could answer your
Brainstorm “How Might We question.
Early on during your brainstorm, try not to assess or judge your possibilities —instead,

Strategic come out with as many as possible. Use prompts that push you to consider new
possibilities.

Possibilities
After your brainstorm, cluster and refine your possibilities, and give shape to them using
“Where to Play” and “How to Win”.

How Might We
Possibility Possibility Possibility
1 2 3

Where will we play? Where will we play? Where will we play?

Geography Geography Geography

Customer Customer Customer
Channel Channel Channel
Offer Offer Offer
Stages of Production Stages of Production Stages of Production

How will we How will we How will we

win? win? win?
Low Cost Low Cost Low Cost
Differentiation Differentiation Differentiation

Developed
by
 Brainstorm starting strategic possibilities that could answer your
Brainstorm “How Might We question.
Early on during your brainstorm, try not to assess or judge your possibilities —instead,

Strategic come out with as many as possible. Use prompts that push you to consider new
possibilities.

Possibilities
After your brainstorm, cluster and refine your possibilities, and give shape to them using
“Where to Play” and “How to Win”.

How Might We
Possibilit
y

Where will we play? Capabiliti

es
Geography
Customer
Channel
Offer
Stages of Production

How will we
Management Systems
win?
Low Cost
Differentiation

Developed
by
 Brainstorm starting strategic possibilities that could answer your
Brainstorm “How Might We question.
Early on during your brainstorm, try not to assess or judge your possibilities —instead,

Strategic come out with as many as possible. Use prompts that push you to consider new
possibilities.

Possibilities
After your brainstorm, cluster and refine your possibilities, and give shape to them using
“Where to Play” and “How to Win”.

How Might We
Possibility Possibility Possibility
1 2 3

Where will we play? Where will we play? Where will we play?

Geography Geography Geography

Customer Customer Customer
Channel Channel Channel
Offer Offer Offer
Stages of Production Stages of Production Stages of Production

How will we How will we How will we

win? win? win?
Low Cost Low Cost Low Cost
Differentiation Differentiation Differentiation

Developed
by
 You have possibilities -it´s time to understand them in more detail.
What would Surface “What would have to be true?” conditions for each
possibility.
For conditions, remember to use three lenses (customer, company and competition). After

have to be true? you have a list of conditions, think about which are more worrisome or unknown -these are
your barriers. Try to get to 2 or 3 barriers that you want to test, for each possibility that
you explore.

How Might We

Possibility Possibility Possibility

1 2 3

For this to be a great strategy, it For this to be a great strategy, it For this to be a great strategy, it
would have to be true that… would have to be true that… would have to be true that…

Customers Customers Customers

Company Company Company

Competition Competition Competition

Developed
by
 You have possibilities -it´s time to understand them in more detail.
What would Surface “What would have to be true?” conditions for each
possibility.
For conditions, remember to use three lenses (customer, company and competition). After

have to be true? you have a list of conditions, think about which are more worrisome or unknown -these are
your barriers. Try to get to 2 or 3 barriers that you want to test, for each possibility that
you explore.

How Might We
Possibility Possibility Possibility
1 2 3

For this to be a great strategy, it For this to be a great strategy, it For this to be a great strategy, it
would have to be true that… would have to be true that… would have to be true that…

Customers Customers Customers

Company Company Company

Competition Competition Competition

Developed
by
 Think more about the barriers to your possibilities. For each, what Guerrilla Tests could
you design and conduct to learn more?
Identifying
Barriers What test would help you develop a level of confidence that the barrier is either true or not?

Posibility____
_

Barriers, Customers Barriers, Company Barriers, Competition

For the barriers above, one

Guerrilla Test would be:

Developed
by
 Think more about the barriers to your possibilities. For each, what Guerrilla Tests could
you design and conduct to learn more?
Identifying
Barriers What test would help you develop a level of confidence that the barrier is either true or not?

Posibility____
_

Barriers, Customers Barriers, Company Barriers, Competition

For the barriers above, one

Guerrilla Test would be:

Developed
by
 Use this template to plan a bit more around the test that you want to design and conduct.

Test to What are you hoping to learn from your tests? What evidence would you learn enough to make choices?

Learn Posibility____
_
Barri Guerrilla Desired Outcome
er Test
Interview
War-gaming role play
In-market observation
Digital ad
Quick financial analysis
Other ______________

Interview
War-gaming role play
In-market observation
Digital ad
Quick financial analysis
Other ______________

Interview
War-gaming role play
In-market observation
Digital ad
Quick financial analysis
Other ______________

Interview
War-gaming role play
In-market observation
Digital ad
Quick financial analysis
Other ______________

Developed
by
 Use this template to plan a bit more around the test that you want to design and conduct.

Test to What are you hoping to learn from your tests? What evidence would you learn enough to make choices?

Learn Posibility____
_
Barri Guerrilla Desired Outcome
er Test

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Guerrilla Test: Pick one guerrilla test from each new possibility, and design a plan for
how you will conduct it.
Again, we encourage you to choose a test that is unfamiliar to you. If it’s helpful, use the testing guides
from the VUCA staff to get started, but don’t feel restricted to the tests we’ve highlighted —this is your
time to expose different ways to build strategic tests.

THE POSSIBILITY: THE POSSIBILITY: THE POSSIBILITY:

THE BARRIER: THE BARRIER: THE BARRIER:

A. The type of test you’re planning: A. The type of test you’re planning: A. The type of test you’re planning:

Interview Digital ad Interview Digital ad Interview Digital ad

War-gaming role Quick financial War-gaming role Quick financial War-gaming role Quick financial
play analysis play analysis play analysis
In-market Other In-market Other In-market Other
observation ______________ observation ______________ observation ______________

B. Why did you choose this type of test? B. Why did you choose this type of test? B. Why did you choose this type of test?

Developed
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Interview Guide: Use this guide when you wish to talk to customers or experts to better
understand their perspectives. Be sure to share with them what you’re testing and why
you want to talk to them.
A. Who are you interviewing? (2 or more options) B. Why do you want to talk to this person? What’s the question that you’re hoping to answer?

C. For this Strategic Initiative, what is the standard of proof? What would interviewees
have to say or do for you to consider that what would have to be true likely is true

D. What are some open-ended questions you might ask them?

Developed
by
 You have possibilities -it´s time to understand them in more detail.
Surface “What would have to be true?” conditions for each
What would possibility.
For conditions, remember to use three lenses (customer, company and competition). After you

have to be true? have a list of conditions, think about which are more worrisome or unknown -these are your
barriers. Try to get to 2 or 3 barriers that you want to test, for each possibility that you explore.

How Might We
Strategic Initiative Strategic Initiative Strategic Initiative

For this to be a great strategy, it
would have to be true that…
Capabilities
Management Systems
What else we are worried about?
For this to be a great strategy, it For this to be a great strategy, it
would have to be true that… would have to be true that…
Capabilities Capabilities
Management Systems Management Systems
What else we are worried about? What else we are worried about?

Developed by
Digital Ad Guide: Use this guide when trying to assess what customers value, and / or
how much customers might value your offer. You might also explore using this guide
when trying to get an idea of what people are willing to pay for your offer.
Design a digital ad that captures the key messages and elements of your offer for A. Company name
customers -what needs are you fulfilling for them, and how can you communicate it
in just a few sentence and one image?
B. Attention - grabbing title

For this barrier, what is the standard of proof? What would strong evidence look like?

C. Sketch an image that helps convey your value proposition

D. Call to action

E. One sentence that describe your value proposition

Developed
by
War- Gaming role play guide: Use this guide when you want to gauge the reactions of
competitors or partners. Assign roles for people to play (try to find people who have the right
context to realistically represent their role) and a time limit. Watch for cues that indicate peak
emotions: Where do people get angry, frustrated, or excited? Think through what you might do
to mitigate or encourage these reactions.

Name and role Name and role Name and role Name and role Name and role

Played by: Played by: Played by: Played by: Played by:

Where they’re in the room Where they’re in the room Where they’re in the room Where they’re in the room Where they’re in the room

What they care about What they care about What they care about What they care about What they care about

Other notes: Other notes: Other notes: Other notes: Other notes:

For this barrier, what is the standard of proof? What would you have ti see to
consider the test passed or failed?

Developed
by
Quick Financial Analysis Guide
Use this guide when you want to get to rough financials around costs and
revenue for your strategy. Remember, this isn't a comprehensive look at the
numbers; rather it's a rough back-of-the-envelope way to begin to understand the
underlying viability of a strategic possibility.
There are lots of ways to consider costs, and this is one easy way to begin.
If you're versed in financial analysis, you can use the value chain to think about
what it will likely cost at each stage of production; you can
focus on marginal cost or scaled cost; you can break things down into labor,
materials, and overhead. The right structure depends on your business and the
nature of your cost concerns. Remember, you're not looking for a
comprehensive financial analysis when doing a guerrilla test. You're only
looking for evidence that your idea might fulfill certain financial criteria.

ESTIMATED COST OF ESTIMATED OPERATING ESTIMATED GROSS

GOODS SOLD EXPENSES REVENUE

Material R&D Administration Price

Labor Marketing Rent and/or property expenses Quantity Sold / Time

Other Sales Other

Distribution

For this barrier, what is the standard of proof? What would you have ti see to
consider the test passed or failed?

Developed
by
In-Market Observation Guide
Use this type of test when you want to capture observations of customers or
employees using a service or product, or making a purchase. To get onest, true-
to-life reactions and behaviors, we recommend considering these questions
before you travel to your destination and not holding a clipboard or digital
device when you observe or speak to people.

A. What behaviors are you expecting to see? B. How do people react? What do they say, how do the behave, and what emotional state are they in? Look
for cues of extreme emotion: Where are they most delighted, frustrated, or excited?

C. When do people need help? Do they get what they need, when they need it?

D. How long does a full “interaction” take? Does it feel too long, too short, or just For this barrier, what is the standard of proof? What would strong evidence look and
right? sound like?

Developed
by
In-Market Observation Guide
Use this type of test when you want to capture observations of customers or
employees using a service or product, or making a purchase. To get onest, true-
to-life reactions and behaviors, we recommend considering these questions
before you travel to your destination and not holding a clipboard or digital
device when you observe or speak to people.

A. What behaviors are you expecting to see? B. How do people react? What do they say, how do the behave, and what emotional state are they in? Look
for cues of extreme emotion: Where are they most delighted, frustrated, or excited?

C. When do people need help? Do they get what they need, when they need it?

D. How long does a full “interaction” take? Does it feel too long, too short, or just For this barrier, what is the standard of proof? What would strong evidence look and
right? sound like?

Developed
by
Test On the Road
You can try your test out with a co-worker, sponsor, stakeholder or another participant in the workshop. We
want you to gain practice putting strategic tests in front of others, and getting feedback.
Capture their feedback below. What evidence were you able to collect about your barrier? Did it meet your
expectations when you were designing the test?

A. Evidence I collected from my test:

B. Other things that I observed:

Developed
by
 Take stock of the test that you conducted. What did you learn? Given the possibilities that
you’re considering, which seems like the best bet? Why?
Make a
Choice What test would help you develop a level of confidence that the barrier is either true or not?

Posibility 1 Why did you make this choice:

Posibility
2

Posibility
3

Developed
by
 You have already tested your possibilities and made your choice. It’s
Strategy to turn your winning possibility into initiative.
Describe your initiative considering the elements of the cascade, explain why and how it

Development helps to answer the strategic question; include the investment that will be needed and/or
the estimated ROI. Define a first draft of the initiative´s roadmap.

Initiative
Descripti
on

Why it helps? How it helps?

Customers Required
Investment
(estimated):

ROI
(estimated):

Roadmap per year

Year 1 Year 2 Year 3

 Ya que hemos definido objetivos y posibilidades, desarrollemos un
Strategy primer borrador de nuestra iniciativa
Describe tu iniciativa teniendo en cuenta el objetivo al que responde, las posibilidades que

Development ideamos; explica por qué y cómo contribuye a responder a la pregunta estratégica; si
puedes, incluye una primera estimación de inversión que se necesitará y/o el retorno de la
inversión estimado. Define un primer borrador del plan de acción de la iniciativa.

Descripci Iniciativ Objetivo

ón
a

¿Por qué ayuda? ¿Cómo ayuda?

Inversión
requerida
(estimado)

ROI
(estimado):

Roadmap por año

Año 1 Año 2 Año 3

Strategy Map the main stakeholders and responsibilities, identifying 4 roles: R: Responsible / A:

Development Accountable / C: Consulted / Informed.

RACI Matrix
Initiativ
e

Step R A C I
s
Empathy Map for Learners Team

¿Q BE ¿Cómo me siento?
uié
n
soy
?

¿Cómo ¿Cuáles son mis puntos de vista?

actúo? See
Do

¿Qué ¿Qué observo?

hago?

¿Cuáles son mis Know ¿Qué es lo que sé?

skills?
👍🏼 👎🏼
¿Qué me motiva o habilita para aprender? ¿Qué me desmotiva o inhabilita para aprender?
Empathy Map Tea
m

¿Qué Think ¿Qué

siento? pienso?

¿Qué ¿Qué observo?

digo?
Do See

¿Qué
hago?

Comentarios / feedback Listen Influencias

externas
 Take stock of the test that you conducted. What did you learn? Given the possibilities that
you’re considering, which seems like the best bet? Why?
Make a
Choice What test would help you develop a level of confidence that the barrier is either true or not?

Posibility 1 Why did you make this choice:

Posibility
2

Posibility
3

Developed
by