Most companies know 1 model of management, organization and work.
(A video of this presentation may be found at: https://vimeo.com/146522220
Models like the 3 Horizons model suggest that sustainable business requires to continuously work in at least three different domains of work:
Horizon 1) Generating money from the products / services we offer right now,
Horizon 2) generating new products and services that solve new problems in better was for new people (new customers) and finally
Horizon3) thinking about the unthinkable: which completely new directions can we follow to generate new products and services or which new business models might we serve
It turns out that these three horizons of work each bring with them
completely different tasks and questions to be answered. Towards Horizon 1, operational excellence, precision, quality, repeatability and predictability are required. Towards Horizon 3, none of this really matters, but the task is to find very rough data quick and cheaply very often. In Horizon 1 certainty, unambiguity and clarity rule, in Horizon 3, ambiguity is required, uncertainty simply exists and clarity can not be achieved. In fact, trying to do so, will hinder the new Ideas).
Going further, we can ankles that very different people are happy with the different tasks and conditions in these areas. The pioneer, settler, town planner model by Simon Wardley
helps us understand how to manage between these different conditions.
17. 3 Horizons by Baghai, Coley, White
Horizon 1
0 - 12 months
Horizon 2
12 - 36 months
Horizon 3
36 - 72 months
Current business
Generate today’s
cash flow
High growth business
Today’s growth &
tomorrow’s cash flow
Options growth
Options on furture
high growth business
18. 3 Horizons by Baghai, Coley, White
Horizon 1
0 - 12 months
Horizon 2
12 - 36 months
Horizon 3
36 - 72 months
What will we earn?
How will
the product look
like?
Which
opportunities, how to
find?
21. What we’re good at
What we suck at
imperfect
just doing
uncertainty
perfect, clear
talk
certainty
ambuguity
22. What we’re good at
What we suck at
Which
opportunities,
how to find?
What
does the prod
look like?
What does it
cost/earn
23. Evolution
Context determines qualities
Genesis Custom built Product Utility
Uncharted
chaotic
uncertain
unpredictable
unstable
different
exciting
future values
differentiating
Industrialized
ordered (linear)
known
measured
stable
standard
dull
low margin
essential
Model by
Simon Wardley
24. Evolution
Context determines qualities
Genesis Custom built Product Utility
Uncharted
chaotic
uncertain
unpredictable
unstable
different
exciting
future values
differentiating
Industrialized
ordered (linear)
known
measured
stable
standard
dull
low margin
essential
Model by
Simon Wardley
Which opportunities?
How to find?
How will the
product look like?
What will we earn?
52. The Innovators dilemma is called
innovators dilemma not because
people are stupid but because it is a
dilemma!
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60. Miles was good with the trumpet, but not soooo good
He revolutionized Jazz 5-6 times
with his bands
All his band members
were never again as good.
They all became leaders.