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    Curating An Adaptive Wine Business - Michael Walton

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    jtempradobernal
    The symposium discussed how wine businesses need to adapt to changing forces in the market. Speakers discussed how organizations can reflect on their mission and values to adapt efficiently. Forces of change include more fragmented demographics, new technologies, and complex markets. Businesses were advised to rethink their assets, reset consumer models, and restructure their organization to embrace new working models to remain resilient to changes. Adaptive businesses were said to have flat structures, value-driven decisions, project-based teams, and reward contributions aligned with their mission.

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    Curating An Adaptive Wine Business - Michael Walton

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    jtempradobernal
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    The symposium discussed how wine businesses need to adapt to changing forces in the market. Speakers discussed how organizations can reflect on their mission and values to adapt efficiently. Forces of change include more fragmented demographics, new technologies, and complex markets. Businesses were advised to rethink their assets, reset consumer models, and restructure their organization to embrace new working models to remain resilient to changes. Adaptive businesses were said to have flat structures, value-driven decisions, project-based teams, and reward contributions aligned with their mission.

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    Curating an Adaptive Wine Business_Michael Walton

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    The symposium discussed how wine businesses need to adapt to changing forces in the market. Speakers discussed how organizations can reflect on their mission and values to adapt efficiently. Forces of change include more fragmented demographics, new technologies, and complex markets. Businesses were advised to rethink their assets, reset consumer models, and restructure their organization to embrace new working models to remain resilient to changes. Adaptive businesses were said to have flat structures, value-driven decisions, project-based teams, and reward contributions aligned with their mission.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    16 views54 pages

    Curating An Adaptive Wine Business - Michael Walton

    Uploaded by

    jtempradobernal
    The symposium discussed how wine businesses need to adapt to changing forces in the market. Speakers discussed how organizations can reflect on their mission and values to adapt efficiently. Forces of change include more fragmented demographics, new technologies, and complex markets. Businesses were advised to rethink their assets, reset consumer models, and restructure their organization to embrace new working models to remain resilient to changes. Adaptive businesses were said to have flat structures, value-driven decisions, project-based teams, and reward contributions aligned with their mission.

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    © All Rights Reserved
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    of 54

    INSTITUTE OF MASTERS OF WINE SYMPOSIUM 2018, LOGRONO SPAIN

    CURATING AN
    ADAPTIVE WINE BUSINESS
    TODAYS SESSION
    ▸ Strong organisations are deeply reflective. They know their
    mission and core values. This allows them to adapt and
    make choices efficiently as the environment changes

    ▸ Forces of Change
    ▸ The Nature of Change
    ▸ Ways Forward
    INSTITUTE OF MASTERS OF WINE SYMPOSIUM 2018, LOGRONO SPAIN

    FORCES OF CHANGE
    1. WHAT HAPPENED TO TAYLOR SWIFT’S
    ONLINE COMPETITION FOR HER PLAY AT
    YOUR SCHOOL …
    a) It broke the internet

    b) It was hacked by stalkers

    c) Who is Taylor Swift and what does her wine taste like?

    d) It was won by a school for the deaf


    2. BY 2020, 213 MILLION OF THESE WILL BE
    SOLD..
    a) Rolling Stone Albums

    b) Wearables

    c) Fidget Spinners

    d) “Oprah for President” Caps


    3. THE CARNEGIE INSTITUTE HAS
    DETERMINED WHAT % OF YOUR FINANCIAL
    SUCCESS IS DUE TO YOUR TECHNICAL
    KNOWLEDGE
    a) Its about 80%

    b) Its about 50%

    c) Its about 25% ( if in doubt pick C in multiple choice)

    d) It is less than 25% ( that’s disturbing)


    4. WHICH OF THESE WILL
    YIELD YOUR ORGANISATION
    THE BEST OPERATING
    PROFIT …
    a) A 1% increase in price

    b) A 1% increase in volume

    c) A 1% decrease in fixed costs

    d) A 1% decrease in variable costs


    4. WHICH OF THESE WILL YIELD YOUR
    ORGANISATION THE BEST OPERATING
    PROFIT …
    10
    Impact on Operating Profit of a 1% Shift In …
    9

    4 8.7
    3
    5.9
    2

    2.8
    1
    1.8
    0

    Price Variable Cost Volume Fixed Cost


    5. WHICH OF THESE WOULD GIVES
    YOU THE BEST RETURN ON A $1000
    INVESTMENT IN JANUARY 2010
    a) Apple

    b) Netflix

    c) Domino’s Pizza

    d) Amazon
    6. IWSR ESTIMATES GLOBAL WINE
    MARKET VALUES AT $224B IN 2021.
    HOW BIG WILL CHINA & THE US BE …
    a) $23b and $45b respectively

    b) $45b and $23b respectively

    c) Depends on Trump and the nuclear arsenals.

    d) Similar sized – about $34b each.


    7. WHAT
    IS
    HAPPEN
    ING
    HERE ?
    8. WHICH OF THESE IS NOT IN THE 3 TOP
    “REQUIRED” SKILLS IDENTIFIED BY THE
    WORLD ECONOMIC FORUM FOR 2020
    a) Complex problem solving

    b) Critical thinking

    c) Creativity

    d) Emotional Intelligence
    INSTITUTE OF MASTERS OF WINE SYMPOSIUM 2018, LOGRONO SPAIN

    THE NATURE OF CHANGE


    FIAT DODGE DART PORSCHE CAYENNE
    2012 – 2016. LAUNCHED OVER A DECADE
    AGO.
    NEW PRODUCTION FACILITIES
    RADICAL DEPARTURE IN
    BIG ADVERTISING BUDGET DESIGN.

    NOW DEFUNCT. NOW 50% OF PORSCHE PROFIT


    THE SIGMOID CURVE
    LONDON
    TUBE MAP
    1932
    LONDON
    TUBE MAP
    1933
    INSTITUTE OF MASTERS OF WINE SYMPOSIUM 2018, LOGRONO SPAIN

    WAYS FORWARD
    CAN
    TECHNOLOGY
    WORK BESIDE
    US TO BUILD
    NEW
    EXPERIENCE
    CAN WE
    RETHINK WHAT
    OUR VINEYARD
    ASSETS MIGHT
    REALLY BE
    ABLE TO
    OFFER?
    CAN WE RESET OUR CONSUMER MODELS TO
    BETTER COMMUNICATE ….
    CAN WE RESET OUR
    ORGANSISATION?
    • NEW STRUCTURE
    • LIVED VISION
    • EMBRACING NEW
    MODELS OF
    WORKING
    CAN WE RESET OUR
    ORGANSISATION?
    • NEW STRUCTURE
    • LIVED VISION
    • EMBRACING NEW
    MODELS OF
    WORKING
    CAN WE RESET OUR
    ORGANSISATION?
    • NEW STRUCTURE
    • LIVED VISION
    • EMBRACING NEW
    MODELS OF
    WORKING
    CAN WE RESET OUR
    ORGANSISATION?
    • NEW STRUCTURE
    • LIVED VISION
    • EMBRACING NEW
    MODELS OF
    WORKING
    YOUR ORGANISATION
    ▸ When did you last have a real review about what drives your
    team?

    ▸ How aligned is your team really?


    ▸ What role can you play to reset for change, resilience and
    adaptablity.
    WHAT MIGHT A “BEST IN CLASS”
    ADAPTIVE WINERY BRAND LOOK LIKE ?

    ▸ They price with significant planning and care

    ▸ They can define their brands role for a retailer in the category or restaurant or store

    ▸ They are constantly learning and sharing about its existing and potential customers.
    Even better if you talk to those that left.

    ▸ They celebrate experience above all. They Invite their customers into their “community’.
    They do it in an easy digitally savvy way. They probably do the same type of thing with
    their retailer partners
    WHAT MIGHT A “BEST IN CLASS”
    ADAPTIVE WINE BUSINESS LOOK LIKE?

    ▸ They have a flat organisational model

    ▸ They have a set of core values and mission that as large a pool of staff as possible have
    created and identify with. It’s honoured in decision making.

    ▸ Teams work on issues and projects rather than functions

    ▸ Teams are led with intellectual humility, care and encouragement. Failure is celebrated.

    ▸ Individuals are rewarded directly in line with the core values and mission
    “Change management would not be the industry it
    is if organizations were changing. Change
    management is huge precisely because
    organizations are not fundamentally changing”

    Zuboff, S. & Maxmin, J. (2002) The Support Economy: Why Corporations are Failing
    Individuals and the Next Episode of Capitalism. New York: Allen Lane, p.21.
    Web | michaelwaltonconsulting.com
    Email | michael@michaelwaltonconsulting.com
    WH GORE
    ▸ Everyone should know everyone
    ▸ Anyone can talk directly with anyone
    ▸ Project-based. Not functional
    ▸ Teams decide bonuses based on contributions – past,
    present and future
    SEMCO
    ▸ Extreme internal democracy
    ▸ Dynamic, open and changeable
    LINCOLN ELECTRIC
    ▸ Major focus on “social capital”
    ▸ Special focus on trust.
    WISETECH
    ▸ Core values and mission
    ▸ Enshrined in key “slogans” for testing behaviour and choices
    internally
    REFERENCES:
    ▸ World Economic Forum | The Future of Jobs 2016

    ▸ Charles Handy | The Second Curve 2016

    ▸ Zawada et al | The Price Advantage

    ▸ Also :

    ▸ IWSR, IDC , Carnegie Institute, Forbes, Vincast


    FRAGMENTED FRAGMENTED
    SMALL DEMOGRAPHICS MORE DEMOGRAPHICS
    OLD & NEW
    LOW TECH HIGH TECH
    SIMPLE MARKETS COMPLEX MARKETS
    SIMPLE MARKETING & COMPLEX MARKETING
    ALONE PARTNERED
    ONE WAY MANY WAYS AT ONCE
    SIMPLE CAREERS DYNAMIC CAREERS
    EXPERIENCE MATTERS EXPERIENCE MATTERS
    THE QUIZ

    CONSUMER CONFIDENCE

    ▸ Who has the highest level of consumer confidence?


    A. New Zealand

    B. United States

    C. United Kingdom

    D. Australia
    5 COUNTRY CONSUMER SNAPSHOT
    CONSUMER % SAY POSITVE % SAY A GOOD TREND
    CONFIDENCE ABOUT THEIR FINANCES TIME TO BUY
    THINGS
    AUSTRALIA 91 51 42 ➡
    NEW ZEALAND 103 58 48 ⬆
    UNITED 102 53 53 ➡
    KINGDOM
    UNITED STATES 123 70 63 ⬆
    CHINA 108 61 51 ➡
    THE QUIZ

    WHAT HAPPENS NEXT. US RETAIL STORE CLOSURES …


    A. Trend continues –
    less store closures

    B. Trend Stops –
    Closures at 2015
    levels

    C. Trend Reverses –
    Back to Historically
    High Levels of
    4500-600 stores

    D. Something Much
    Worse
    THE QUIZ

    WHAT HAPPENS NEXT. US RETAIL STORE CLOSURES …


    WHAT IS HAPPENING HERE?

    A. An old man has forgotten his name and why he came


    here

    B. One woman is working the right time to say she slept


    with her friends husband

    C. They are all eating in a supermarket

    D. They are at the local cafe


    UNITED STATES
    ▸ Consumer Confidence strong

    ▸ Significant retail disruption - both online & bricks & mortar

    ▸ Wine growth over 4%

    ▸ Rose, Prosecco, Sauvignon Blanc fastest growing varietals.

    ▸ NZ the largest driver of Sauvignon Blanc & the largest growth driver in imported wines (+15%)

    ▸ NZ average price premium is 38% ( $11.28 to 8.15)


    FRAGMENTED FRAGMENTED
    SMALL DEMOGRAPHICS MORE DEMOGRAPHICS
    OLD & NEW
    LOW TECH HIGH TECH
    SIMPLE MARKETS COMPLEX MARKETS
    SIMPLE MARKETING & COMPLEX MARKETING
    ALONE PARTNERED
    ONE WAY MANY WAYS AT ONCE
    SIMPLE CAREERS DYNAMIC CAREERS
    EXPERIENCE MATTERS EXPERIENCE MATTERS

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