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.

Jim looks back on his many years working in and around Intel Corporation's New Business Incubator as it evolved over the years. He covers what works worked well, and what challenges Intel faced and how BRI is taking the learnings from that experience to help its clients learn and avoid those pitfalls.

First time back to Japan since the pandemic. We had a great time facilitating a two-day workshop covering detailed methods and best practices for managing new business innovation portfolios, delving deep into the application of our Strategy Hypothesis Framework, Opportunity Evaluation Methodology and Scorecards, Investment Decision Making Discipline, and of course, the number one killer of innovation in mature companies, Company Fit and Resource, Process, & Priority (RPP) Alignment.

The Growth Forge Suite of product strategy modeling and innovation tools has been updated to include two new tools focused on helping users better understand and capture customers' challenges and unmet needs as well as testing their product solution hypotheses with customers. These new tools are available now, for all Growth Forge subscription packages.

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