General Strategy – State of Lean Innovation 0/7

Horizon 1-2-3. Description of the implementation and development of the business. Priorities.

We can look at the market and processes of each organization with perspectives “here”, “near” and “far”. The further we look into the future, the greater the uncertainty and therefore, more urgent is the lean-agile approach.

Horizon 1 (H1 – here) corresponds to the present and predictable regular daily work. With our activities in H1, we ensure a steady flow of sales from today’s range of products and services. The defense of the position in the value chain is ensured by continuing improvements and adjustments, in which we invest a smaller part of the development budget (up to 10%).

Horizon 2 (H2 – near) of the general strategy corresponds to proven development projects, which more thoroughly improve processes, introduce new technologies and develop and accelerate new products for emerging markets, which we invest most of our development budget (approx. 80%).

Horizon 3 (H3 – far) is a visionary preliminary project work to discover future business models in uncertain and as yet undiscovered markets that we believe will one day exist (hypotheses). Up to 10% of the development budget is invested in the search for the future, 30% is the most ambitious.

The general strategy usually describes and plans regular operations (H1) and development (H2) fairly accurately. Exploring the uncertain future (H3), however, deserves special consideration. For some organizations, H3 is only 4 years away, and for some, it is 1 year.

“The best way to predict the future is to create it.” – Alan Kay