Need and offer

Having clarified or established an initial expression of motivation, consideration needs to be given to:

  • the results arising from the enterprise
  • the potential beneficiaries of the results
  • the need, use and value to be derived from the results by the beneficiaries
  • the manner in which the enterprise will offer the results to the beneficiaries

leading to the refinement of understanding and articulation of beneficiary needs and the corresponding offer being made by the enterprise.  This is another aspect of the business model element of the Enterprise Transformation Lifecycle.


Need and offer are a powerful duality operating in many different interactions and at many different levels from cellular through to global systems.


One of the values of this duality is exploring it from either / both directions:

  • what needs exist towards which an offer can be made
  • what offers exist that might satisfy different needs


This is a common pattern found expressed in so many different ways, including:

  • Objective and strategy
  • Capability and outcome
  • Problem and solution
  • Process and information
  • System-in-focus and containing system
  • Inside-out and outside-in
  • Means and ends

These are explored in various posts and some will be elaborated in additional future posts with links from this page.

Implications for motivation

Having developed and refined an articulation of the needs of the enterprise stakeholders and the offers to be made to them, this can prompt the refining of the articulation of motivation.  This can result in the dynamics in following diagram.


Next generation leaders

Applying this thinking to the enterprise of articulating the Enterprise Transformation Lifecycle prompts the identification of leaders and their enterprises as beneficiaries, including:

  • Boards and Directors
  • Executives and Managers
  • Change Professionals (business analysts, organisational development specialists, quality managers, change specialists)

The problem statement is an expression of perceived need and may be refined through a series of interactions with stakeholders. In this context, the needs to which the Enterprise Transformation Lifecycle makes an offer include the needs to:

  • Develop better quality business strategies
  • Execute business strategies more successfully
  • Identify capability and culture gaps and barriers more effectively
  • Scope, formulate and resource change projects better
  • Develop better quality transformation delivery strategies
  • Execute transformation delivery programs more successfully
  • Achieve ultimate change that is more coherent with intended change outcomes
  • Adjust change strategies and delivery priorities in light of learnings from active projects

The value proposition associated with the Enterprise Transformation Lifecycle includes:

  • use of common business language, making it easier to understand and apply
  • entry at any point in the cycle, allowing application to current in-flight activities
  • presentation at different levels of sophistication allowing use by enterprises and people at different levels of maturity
  • use and reference to other frameworks that provide well-regarded foundations
  • examples from a wide variety of industries demonstrating applicability in multiple settings and increasing confidence of its relevance to any setting

Enterprise Transformation Lifecycle

How do we apply offer and needs to the creation of this space?  What are the key needs of the various audiences?

We have embarked on providing information about the Enterprise Transformation Lifecycle through a series of public events.  To date, we have conducted sessions entitled:

  • Curious about becoming more brain and systems savvy
  • Bootstrapping a systems savvy enterprise
  • Diversity, coherence and assurance (for Boards)
  • Cultivating capability

As we have sought feedback about these sessions, we have found that:

  • Participants have a broad range of knowledge and experience that means that they each have different needs
  • Some need key foundational content, others are looking for masterclass type content
  • There is a need to have an appreciation of “the whole” in order to assess their own knowledge and experience gaps in order to determine their own needs

A longstanding friend and colleague suggested giving consideration to writing a book – as this would allow people to understand “the whole” and determine where they needed further information, clarification and practical examples of how to apply the thinking and practices that might be outlined in a book.  This led me to reconsider how to make appropriate content available through this site, by offering a means of:

  • easily and simply gaining a sense of the whole
  • determining their own information gaps and needs
  • navigating to the information they needed in a convenient manner
  • accessing suitable information that combined theory, practice, links to additional resources and examples

Lifecycle links

In outlining the need, offer, outcomes and value proposition in “bringing it all together”, an example has been provided for one of the key starting points for any enterprise – understanding and articulating the product and service offerings of the enterprise.

Further elaboration can be found through the following links:


Further examples