THE PROBLEM - Transformative innovation isn’t hard because there’s a shortage of innovative ideas, it’s hard because you also need to get internal stakeholders aligned on ‘where the puck is going to be’… without that it’s not possible to get the air-cover you need to execute.
OUR SOLUTION - Traditional corporate innovation tactics (incubators, accelerators, venture investing etc.) help immerse you in fresh ideas, but they don’t help you build internal alignment. Our unique approach is amazing at building internal alignment on where to place bets… it’s a simple and affordable addition that will differentiate your program with both internal and external stakeholders.
THE VALUE PROPOSITION - FORCECASTING™ is a remarkably effective way (time & cost) to shed noise and build stakeholder alignment on how the forces with the greatest impact on your success are most likely to unfold, and what to do about it. The process is fast, cost effective and delivers several benefits:
- immediately actionable - cuts through the noise to identify next steps (core business + emerging opp’s)
- internal support - building alignment on how critical forces are unfolding helps reduce internal friction and free-up the resources you need to accelerate execution.
- external influence - differentiating your innovation program helps you increase profile & attract partners
- reduces risk by surfacing hidden assumptions and bias (so you can course-correct where required)
FORCECASTING™ , our unique thesis-driven approach, is remarkably effective at cutting through the noise and building alignment on how the forces with the greatest potential to impact your success are most likely to unfold. Adding this simple step to your existing innovation program is easy and affordable, but the results are astonishing because it sparks exactly the sorts of discussion that today’s leaders need to stay ahead of the change-curve.
We are strategists. Its our job to help business leaders cut through the noise to identify opportunities for transformative innovation, but it’s also our job to help them build internal support so they get the resources and air-cover needed to execute. We provide all of the traditional strategy services (innovation process creation / facilitation / session artifacts etc.), but FORCECASTING™ is our super power, and nothing excites us more than the impact we see when innovation leaders build this simple step into their program.
The FORCECASTING™ process is unique, the results are transformative (we can share plenty of evidence on that), it’s super efficient (time /cost) and it integrates easily with traditional approaches (incubators / accelerators / venture investing etc.). All of that said, we’re the first to admit that the approach is grounded in a few fresh assumptions… in the interest of transparency, we felt a bit of sharing was in order:
UNFAMILIAR = IMPROBABLE
As it turns out, we humans are hard-wired to assume that something 'unfamiliar' is ‘improbable’.
That’s a serious problem because we live in a world where exponential forces determine what’s possible (and when), The need to address this blind spot is the primary reason why we’ve spent over a decade working on the FORCECASTING™ process… it’s the most effective way we know to help senior leaders stay familiar with fast moving forces and disruptive thinking. Let’s face it, even the smartest guy in the room can’t connect the dots if they’re missing.
Anyone chasing a big idea must believe something about how the forces of disruption are unfolding... they have a thesis on ‘where the puck will be’ and they are placing big bets on that thesis. Based on our experience, stress-testing the underlying assumptions and building stakeholder alignment around that foundational thinking is transformative.
It sheds noise, hones the thinking, builds alignment, reduces friction, and improves organizational agility… not bad for a day’s work.
Transformative innovation isn’t about today’s deadlines… it’s future focused. It’s critical to stay ahead of the change-curve, but Horizon-3 activities can cause friction for current execution teams so they need to be properly compartmentalized.
As we see it, our job is to help you shed noise, build alignment around a Horizon-3 thesis and strategy, and to keep that alignment as the organizations course-corrects in response to shifting forces and competition.
It’s not enough to perfect a thesis and strategy...
to deliver value as an innovation leader you need to proactively build stakeholder alignment to remove friction and accelerate execution. In our view, that’s not possible without adding in a formal/facilitated process to stress-test assumptions and build a collective thesis-based strategy.
We’ve had the privilege of working with some fantastic companies… here’s a few you might know: