This article discusses the importance of using strategy modeling to navigate complex and uncertain business environments. It defines a strategy as a set of choices and actions aimed at achieving goals, and a model as a mathematical representation of these elements. The article highlights the benefits of strategy modeling, such as cost-effective testing, comparative analysis, and identification of critical assumptions and risks, which improve the probability of strategic success. It describes key elements and attributes of a strategy model such as choices, uncertainties, and data, with model fidelity scaling based on strategy maturity and investment. It critiques existing tools and introduces Growth Forge, a software designed to integrate all strategy dimensions, expose assumptions, and provide real-time analysis, advocating for an analytical approach to strategic innovation.

This blog post is Part 4 of a 4-part series covering the challenges of scaling transformational new businesses within large, mature companies and recommended solution for how to address those challenges using a case study based on our many years of experience innovating new businesses at Intel Corporation. Part 4 outlines specific recommendations to both detect and evaluate Company Fit mis-alignment risks and approach the mitigate those risks.

This blog post is Part 3 of a 4-part series covering the challenges of scaling transformational new businesses within large, mature companies and recommended solution for how to address those challenges using a case study based on our many years of experience innovating new businesses at Intel Corporation. Part 3 delves into the specific mechanisms of Company Fit mis-alignment, how they manifest, and why and how they can be so difficult to spot and resolve.

This blog post is Part 2 of a 4-part series covering the challenges of scaling transformational new businesses within large, mature companies and recommended solution for how to address those challenges using a case study based on our many years of experience innovating new businesses at Intel Corporation. Part 2 highlights some specific examples of where and how Company Fit issues had negative impacts on the Hawthorne project and the consequences of their cumulative effect.

This blog post is Part 1 of a 4-part series covering the challenges of scaling transformational new businesses within large, mature companies and recommended solution for how to address those challenges using a case study based on our many years of experience innovating new businesses at Intel Corporation. Part 1 introduces the Hawthorne Project, the new business incubation process at Intel, and some context about the differences between incremental and transformative business innovation.