Each exercise builds on the last. Together they give innovation managers a structured, visual way to plan and execute the transition into core operations.
Establish a shared baseline understanding of the innovation’s value proposition, revenue logic, and key resources — so that even internal-facing solutions have a clear ‘survival model’ within the organization.
Map the business, technology, and strategy components of your innovation according to the change they imply for the organization. Three concentric circles surface what must change and what can be leveraged.
Identify exactly who possesses the assets and competencies required for the innovation to succeed. Decide whether to build internally, buy externally, or integrate with existing units — before frictions become showstoppers.
The capstone exercise. A visual roadmap that integrates the previous findings into a sequenced, time-bound plan — balancing trade-offs between integration timing, governance, and ownership.