All organisations interested in long term survival have the same core challenge - how to successfully manage the realities of today while at the same time making room for tomorrow. Failing with one of these choices will make most businesses vanish sooner or later.

The global wheels of business are spinning faster and faster . Companies and companies are dying quicker than ever before. This is the unanimous picture given in many articles from Harvard Business Review, and less than X% of the companies on the fortune 500 list are older than Y years. You Forbes,  Boston Consulting Group and many other trustworthy sources.  

We think you are aware of these challenges and difficulties . You and you also know how to provide value to your customers. Still, it is not easy to create sustainable business over time and there is not much hands-on practical information on how to future proof your business. We aim to provide just that information.

And ... when you learn more about future proofing your business, we hope you will share these lessons with us and others on this site, so that we all can learn together. 

We think that you, the person reading this, is a leader who is ready and good at skilled to making things happen. It can You might also be that your are and advisor an adviser to the same leaders. Regardless, you are serious about what you do and want to build an organisation that survives medium and longer term. You realise realize this requires action now. 

•  det där sista var lite hårt, vi kanske skall hålla en lite snällare ton Per-Magnus Skoogh (Unlicensed) Jakob Rönnerfors (Unlicensed) Mats Janemalm

•  Per-Magnus Skoogh (Unlicensed) tänker att ovan är något åt hållet av vårt mission statement (en början på den), föreslår att nedan är en annan sida (en artikel) Jakob Rönnerfors (Unlicensed) Mats Janemalm
•  Mats Janemalm brukar slänga in taskar och namn så här för att annonsera kommentarer i en text. Brukar funka ganska bra som notifiering och komihåg. Jakob Rönnerfors (Unlicensed) Mats Janemalm

strong action, if not yesterday at least today.

Why is future proofing so important

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Alright, so future proofing, innovation or entrepreneurship are words that keep popping up in your organisation and your head. And with the board of directors, perhaps. But why, and why now? What is happening in the world that is making these areas more important than just ten years ago? 

To dig a little deeper we use the three time Horizons defined in the publication "The Alchemy of Growth" written by Mehrdad Baghai et al. In their formulation, Horizon 1 corresponds to managing the current business with all its short-term concerns, Horizon 2 to develop the next generation of opportunities, and Horizon 3 to look ahead for new businesses that will sustain the firm far into the future.

We do not suggest you should investigate and choose a specific Horizon to work on. Many organisations not even investigate, for example they just define a percentage of their work effort for innovation or form a special organisation for innovation or maintenance. The demands of the market is simple changing too fast for you to be able to select a Horizon and adjust your organisation accordingly.

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