{ "docId": "019dd923-5ca1-7489-b637-75d8e267c76f", "docSlug": "e01ca0dd732f0beb", "documentTitle": "Future-back Breakthrough Growth", "authorId": "Innosight", "authorName": "Innosight", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "portrait", "aspectRatio": 0.773, "pageNumber": 9, "pageCount": 10, "prevPage": 8, "nextPage": 10, "slideType": "key_messages", "function": "summarize", "density": "overcrowded", "nDataPoints": 3, "notes": "The slide contains a mix of organizational design advice and a specific data point regarding S&P 500 corporate longevity.", "elementsJson": [ "paragraph", "quote_block" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b637-75d8e267c76f/9", "deckHref": "/decks/019dd923-5ca1-7489-b637-75d8e267c76f", "deckJsonHref": "/decks/019dd923-5ca1-7489-b637-75d8e267c76f.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b637-75d8e267c76f#slide-9", "components": [ { "bbox": null, "kind": "callout", "text": "Future-back thinking is a way to develop a clear vision of your organization's intended future and to anticipate and grasp opportunities for breakthrough growth— and to stop doing the things that are becoming irrelevant.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-c23f-7114-a8a9-48bec2208535", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.04, "w": 0.8, "x": 0.1, "y": 0.87 }, "kind": "paragraph", "text": "Future-back thinking is a way to develop a clear vision of your organization's intended future and to anticipate and grasp opportunities for breakthrough growth— and to stop doing the things that are becoming irrelevant.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "0dfa8c1f-3b67-411e-8c91-8b16a03b4510", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.06, "w": 0.8, "x": 0.1, "y": 0.11 }, "kind": "paragraph", "text": "each member will likely spearhead or sponsor one or more of the strategic initiatives that are the most germane to their expertise and passions, much as partners at venture firms serve on the boards of multiple portfolio companies.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "67809acd-8273-4b73-b749-5740c10b9a1b", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.22, "w": 0.8, "x": 0.1, "y": 0.18 }, "kind": "paragraph", "text": "Boeing created two linked organizations for its breakthrough efforts: Horizon X, which is responsible for seeding and shaping nascent beyond-the-core businesses that focus on futuristic technologies, while Boeing NeXt manages them once they have attained revenue but are not ready to stand on their own. Roy Davis, who was president of Johnson & Johnson's Development Corporation between 2008 and 2012, uses a hospital metaphor to describe the roles of different innovation organizations: \"Early stage projects, that aren't yet really businesses and have major assumptions to test, need something like a 'neonatal ward,' where there are specialized tools, a lot of support, and careful attention to nurture them to health. More mature projects, with early revenues but not yet at scale, can move to something like a 'pediatric ward,' where they'll receive a lot more attention than they would in the general hospital.\"", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "6e7b8df8-2087-4646-951c-eb526057e831", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.08, "w": 0.8, "x": 0.1, "y": 0.59 }, "kind": "paragraph", "text": "Although some breakthrough initiatives can take a decade or more to travel from the drawing board or the laboratory to scale, most take shape within three years. Creating a vision, developing a future-back strategy, programming the strategy, and preparing your organization to launch it fills up year one. Then it's time for implementation, which carries you into year two. Then, in year three and beyond, you begin to scale.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a9c3a000-7974-4573-b639-7e112fdeda78", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.06, "w": 0.8, "x": 0.1, "y": 0.52 }, "kind": "paragraph", "text": "The new growth innovation teams should be small at first and staffed with personnel who are cross-functional, co-located, and fully-allocated; they should be empowered to tap into the functional prowess of the core business to access capabilities where they are needed.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "e4763db6-b414-42b5-b0a7-6de85a05cd9d", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.09, "w": 0.8, "x": 0.1, "y": 0.76 }, "kind": "paragraph", "text": "Big organizations are shorter-lived than they have ever been. According to Innosight's Corporate Longevity analysis, in 1958, the average tenure of a company on the S&P 500 was 33 years. It dropped to 24 years as of 2016 and it is projected to shrink to 12 by 2027. At that churn rate, half of the companies on the S&P 500 will be replaced in the next decade. Read the most recent Corporate Longevity report here.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "f8414781-a5fb-473b-a086-6d3233094b08", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.1, "w": 0.8, "x": 0.1, "y": 0.41 }, "kind": "paragraph", "text": "Very few people are willing to admit defeat, but with breakthrough innovation work, the likelihood is that many if not most projects won't initially succeed. Senior leaders should remind the teams that what did you learn? is as important a question as what did you achieve? As with venture capital, it's a portfolio game; ventures should be pivoted when they need to pivot, and shut down when it's clear they won't pan out.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "fffaedc6-307a-4a04-9474-c8ef1a8f6e74", "frameworkName": null, "frameworkSlug": null }, { "bbox": null, "kind": "quote", "text": "Early stage projects, that aren't yet really businesses and have major assumptions to test, need something like a 'neonatal ward,' where there are specialized tools, a lot of support, and careful attention to nurture them to health. More mature projects, with early revenues but not yet at scale, can move to something like a 'pediatric ward,' where they'll receive a lot more attention than they would in the general hospital. — Roy Davis", "attrs": null, "subkind": null, "toolName": "Authority citation", "toolSlug": "authority-citation", "confidence": null, "componentId": "019dd951-c23f-7114-a8a9-4ecd8e58e58a", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [], "frameworks": [ { "name": "future-back", "slug": null, "matchId": "a3ac8f3c-294f-40f7-980c-3df6f0c0490a", "evidence": "Mentioned in the text as a core methodology for breakthrough growth.", "confidence": 0.9 } ], "arcBeats": [ { "to": 10, "from": 9, "beatId": "6f11862b-af1a-4f72-a00b-1f16b6725cac", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Impact & Next Steps", "beatSlug": "consultants-gambit-impact-next-steps", "evidence": "The key messages and team bio provide a conclusion and next steps", "position": 4, "confidence": 0.8, "parentBeatName": "Resolution", "parentBeatSlug": "resolution" } ], "loops": [], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }