The index below includes terms that are frequently used in BRI's resource materials, the Growth Forge software, in the course of performing our services. They may often be used by, and in many cases, coined by other experts and academics working in the new business growth and innovation strategy domain. We started maintaining a collection of them here for the convenience of our clients.
Feasibility is one of the three lenses in BRI Associates' Desirability–Feasibility–Viability (DFV) evaluation. It assesses whether the sponsoring organization can develop, deliver, and operate the proposed solution. BRI draws a deliberate line here: Feasibility is about delivery capability — technical, operational, and organizational — not financial viability, which is assessed separately under Viability. Treating 'can we afford it' and 'can we build it' as one question is a common mistake that hides real execution risk.
Metrics that inform the optimization of ongoing business operations and performance in accordance with a strategy that has already been proven and the business is mature.
Metrics that inform the development or adjustment of a new, unproven strategy hypothesis with an emphasis on discovery, learning, and hypothesis testing.
Fidelity is the granularity of a strategy model combined with the depth and rigor of the evidence behind it. It increases across the pipeline: Low Fidelity (LoFi) at the earliest stage, Mid Fidelity (MidFi) at the next, and High Fidelity (HiFi) at the later stages. The principle is that the same fundamental discipline applies at every stage — what scales is the depth, breadth, and evidence rigor expected, matched to the size of the investment decision at the next gate.
The economic advantage that results from a strategy hypothesis — for example, lower product cost, premium pricing power, operational efficiencies, competitive differentiation, or advantaged access to or cost of capital.
Financial Logic — also referred to as Economic Logic — is one of the six dimensions of the BRI Strategy Framework. It is the combination of all the strategy choices, beliefs, and assumptions that drive the financial side of a strategy hypothesis: the business model, unit economics, market sizing, pricing, cost structure, and the path to a self-sustaining return. It is where a strategy's attractiveness is pressure-tested against the numbers — and against the uncertainty in them.
