Sublime

Horizon 1 is the near-term growth opportunity. Your core business lives here, and you should be managing it for growth and efficiency. Horizon 2 is where your emerging businesses live. These businesses must be nurtured. Some of them will become your core businesses in the midterm future. Finally, Horizon 3 is the long-term future. This is where new

Horizon 1, possibly some disruptions in economics, and expanding environmental or health challenges. Horizon 2 is where real uncertainties emerge and fringe possibilities start to surface and materialize, suggesting different pathways or a forking of change that could be important or useful to your scoping question.

on actions related to a long-term goal, eventually—assuming you set a deadline for that goal—the goal will enter your time horizon.

Horizons 2 and 3 have to do with personal accountability and the sorts of objectives those projects are moving you toward. You could review those Horizons every 6 to 12 months.

The idea behind the now-next-later plan is viewing your traction roadmap using three time horizons that roughly align with the three distinct segments of the hockey-stick curve: a flat section, followed by an increasingly steeper section that continues until you hit a noticeable inflection point, where the curve shoots up. Each of these segments re

For horizon 3, they ask customer-related questions. Is there a need? Can we create a solution that satisfies the need? Will people buy our solution, and, most important, do people love it? For horizon 2, ideas that make it out of horizon 3 are evaluated in terms of their business viability: Can we make enough money on this to make it a worthwhile b

Temporal vision seldom extends further than a decade, although there are exceptions, such as NASA’s 30-year space exploration programme, the Chinese government’s 35-year National Plans and long-term seed banks. In general, the public future goes dark after around three decades. In 2020, it is difficult to find any governments, corporations or inter