The framework provides a structure for companies to
assess potential opportunities for growth without neglecting performance in the present. The need is to define your different horizons. The three horizon framework has real value. Not only in scenario building but in gathering often conflicting voices around a framework that asks for different mindsets. Each of the horizons has a characteristic behavior over time. Lastly, how you frame innovation, spotting firstly emerging dilemmas, the tensions that occur between the focus on todays business and the needs of adapting to tomorrows and finally, the ability to detect those weak signals to explore options, of where the markets will possibly radically alter in the future, so you are better positioned to An emerging framework to help navigate seize and shape your place within this changed across the different horizons. environment. Navigating the three horizons framework Horizon One (H1) Horizon Two (H2) Horizon Three (H3) The current way of doing business is Exploring ways to develop but mostly built Exploring completely new way of doing dominating out from core things Annual Operating Plan Business building strategies Business Places to explore & experiment Specific Campaigns & plans Emerging concepts & models Emerging Aspiration & future promise Incremental Innovation Disruptive, more collaborative Disruptive, Radical innovation Pure market research Ethnographic, needs related Persona Focused Ethnographic, Social trending and narratives Dominant strategy New Related needs to explore Game changing nature in industry Current business Emerging business desirable state Emerging Viable options, plenty of unknowns Invent, develop, deploy Research, demonstrate, disrupt & discover Research, Envision, explore and embody Leveraging on existing capabilities Emerging & extending capabilities Emerging Exploring radical new capabilities Metrics: Existing, harder, based on profitable Metrics: Ring fence areas of possible Metrics: Metrics: more on exploring, built on