1. REASON FOR CHANGE
Your values is your DNA that makes you different from others.
To succeed in the marketplace, companies must embrace a business strategy. Authors Michael Treacy and Fred Wiersma describe three generic competitive strategies, or value disciplines: operational excellence, customer intimacy and product leadership. In today’s complex world of interacting organizations and individuals, we defined a fourth generic competitive strategy: Corporate Coherence [David J. Teece et al.]. The main premise is that companies must choose to excel in one of these disciplines, where it aims to be best-in-class, act upon it consistently and vigorously, and remain competent in the other three value disciplines. Having the discipline to focus is one of the most challenging aspects in building and running a business.
2. WIDTH OF CHANGE
Every innovation entails change, but not every change involves innovation.
Companies need to have an innovation strategy. Without understanding the challenges of your VUCA environment, different parts of an organization can easily wind up pursuing conflicting priorities, sub-optimization and poor implementation – even if there’s a clear business strategy. A good innovation strategy keep you focused on growth and innovation. We categorize your growth ambitions into 3 different ‘horizons’: expansion (red), exploitation (purple) and exploration (blue). Each horizon indicates purpose and direction of growth and innovation concerned that is bounded by its market dynamics and organization’s capacity to innovate. The three horizons approach help to consistently balancing your innovation portfolio and proper resource allocation.
3. DEPTH OF CHANGE
How well do you know your IST-SOLL situation? To push your business forward you need a sharply defined market strategy.
If you know where you come from and you know exactly where you want to go, you can organize and manage change as a project (hiking). But when neither starting point nor future are known, uncertainty is the only certainty. Managing in chaos is like Star Treks voyage: “To boldly go where no man has gone before…” Discovering should be organized and managed as a program. To be successful in today’s world, your market strategy should also consider how to work together with external parties. Working together through co-operation (shareholder value driven) or collaboration (shared value driven) with customers and suppliers (value-adding partnerships)? Or perhaps working together with competitors and complementors (coopetition)? Of course any way of working together has its pros and cons and impacts implementation complexity.
Roy is an experienced business development and change manager working in the 
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Alexander has many years of experience in managing creativity and combining expertise, focusing on Business Development by innovation. He has a background in Architectural & Urban design, Knowledge Management and (geo-) Modeling & simulation. He has broad experience within the 
Jan can be characterized as an enthusiastic, loyal business manager with vision who knows how to inspire colleagues to gain more out of their work. Jan focuses on improving and adapting existing work situations. Based on a clear formulated vision, he sees what needs to be done. He closely following trends to compile new product / market combinations timely. “Pulling” to organizations has become his second nature. He is experienced in dealing with crisis situations as demonstrated during his years of work activities in Africa and Asia where finding creative solutions was vital to continuing the operations. Jan has a background in Business Informatics and specialized in integrated care processes and change management within the 
Peter is an experienced business developer with a great sense for spotting high-potential innovations and an even greater drive for pushing these innovations into real business. He knows how to develop new products and market propositions based on actual market demand – Lean Startup enthousiast. Good understanding of major trends and market developments. He holds a PhD in Physics, a MBA and is a qualified US Management Accountant. Specialized in creating new ventures and intellectual property valorization service (often called technology transfer) within the 
