The Case for Change
The world will never be slower than it is today. An organization must keep making money now while ensuring it can make money in the future.
Traditional warning signs
Non-traditional metrics
Assets or Hindrances
What a corporate has that a startup does not. Each one can cut both ways; here is the verdict for this organization.
| Corporate attribute | Verdict | Why |
|---|
The Specific Goal
Without a clear problem, you will not select a relevant solution. This is the statement everything downstream calibrates to.
The System
The more you succeed, the more the system stops innovating. Five frictions, scored 0 (no drag) to 10 (crippling drag).
The Five Problem Areas
Plan, Infrastructure, Processes, Agents, Culture: scored 0 (absent) to 10 (fully in place). The lowest score is the binding problem area; the plan attacks it first.
Auditing the Existing Business
Challenges
Opportunities
Triggers
Initiatives & Taxonomies
Every initiative classified on the four axes: Driver, Time, Market Effect, and Internal/External. The shape of the portfolio is the finding.
| Initiative | Driver | Time | Market effect | Internal / External |
|---|
Dual Operating Systems & the Firewall
Keep the existing business intact and making money while testing something new. What is validated and matured crosses back.
Existing business
New business / innovation lab
Implementation Vehicles
Recommended for this organization
Supporting program elements
Organizational Buy-In
Where do we start, and at what point do we seek board approval?