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Plan a concrete work block with agenda, roles, preparation, and a copyable result artifact.

Method sessionHalf-day workshop (4 h), then quarterly reviewsWorkshopHorizon map

Session: Three Horizons

The plan translates the method into a concrete facilitated work block. Your inputs flow directly into the session brief and work artifact.

Derived automatically

Method session with 3-12. The plan uses the existing method logic and the runsheet.

Runsheet
Participation logic
Team round, shared work and alignment

Use the session for shared understanding. Contributions are collected visibly, assumptions are aligned, and open differences remain traceable in the artifact.

Outcome logic
Finish artifact

The session works directly toward Horizon map. After the session, the artifact should be shareable, reviewable, or reusable.

  1. 1

    Phase 1: Sharpen horizon definitions

    30 min

    Define each horizon concretely for the company: H1 (mature cash-flow businesses today, 0-18 months), H2 (growth fields, 18-36 months), H3 (options with maturity >36 months). Define thresholds and metrics per horizon. Hint: Generic McKinsey definitions often do not fit. If H1 only means "core", later classification is impossible. Concrete cash-flow, maturity, or market thresholds are required.

    FacilitatorHorizon map
  2. 2

    Phase 2: Assign initiatives

    45-60 min

    Put each running and planned initiative on a card. Assign cards to horizons based on maturity, revenue, and time horizon. Mark contested cases and let the sponsor decide. Hint: The temptation is high to push ambitious initiatives into H1 because that feels safer. If an initiative does not bring money today, it does not belong in H1.

    FacilitatorPortfolio view
  3. 3

    Phase 3: Make resource distribution visible

    30-45 min

    Sum current resources per horizon (FTE, budget, management time). Compare with target distribution (for example 70/20/10). Name imbalances. Hint: Often the finding is: H1 consumes 95%, H3 has 0%. That is not failure, it is a finding. The question is whether it is intentional or inertia.

    FacilitatorInitiatives per horizon
  4. 4

    Phase 4: Transitions and pipeline

    30 min

    Identify per horizon which initiatives are moving toward the next horizon (H3 -> H2 -> H1). Visualize the pipeline and name gaps. Hint: If nothing is moving from H3 to H2, the company has no new growth fields in 3 years. That is a strategic warning.

    FacilitatorResource plan
  5. 5

    Phase 5: Decisions and reallocation

    45-60 min

    Make concrete reallocation decisions: which initiative ends (H1 sunset), which is strengthened (H2 scaling), which option is newly introduced (H3 seed). Add owner and quarterly review per decision. Hint: Three Horizons without consequence is a consulting slide. At least three decisions with resource movement. Sponsor signs off.

    OwnerHorizon map
  6. 6

    Publish artifact

    10 min

    Check the artifact for completeness, define location, set version or status, and name review recipients.

    OwnerHorizon map
Usable artifact

Session Brief

For invitations, boards, tickets, PR descriptions, or workshop notes.

session-brief.md

Session Brief: Three Horizons

Goal

Artifact: Horizon map

Working Question

How is the current initiative portfolio distributed across the three horizons, which imbalances become visible, and which reallocation secures both today and tomorrow?

Context

Strategy document or vision; current initiative list with status, revenue, effort; market trends and disruption signals; resource situation (people, budget); historical innovation pipeline.

Setup

  • Format: Method session
  • Duration: Half-day workshop (4 h), then quarterly reviews
  • Mode: Workshop
  • Participants: One facilitator (strategy or innovation owner); sponsor with portfolio mandate (CEO, CSO, business-unit lead); representatives from operations (for H1), growth (for H2), innovation/R&D (for H3); finance controller for resource view.
  • Owner: One facilitator (strategy or innovation owner)
  • Participation mode: Team round, shared work and alignment
  • Outcome logic: Finish artifact

Participation Logic

Use the session for shared understanding. Contributions are collected visibly, assumptions are aligned, and open differences remain traceable in the artifact.

Outcome Logic

The session works directly toward Horizon map. After the session, the artifact should be shareable, reviewable, or reusable.

Input

Workshop room or board with three horizon lanes (H1, H2, H3); initiative cards (one per running or planned initiative); evaluation grid (revenue, resources, time horizon); strategy document as reference; portfolio overview of current initiatives.

Preparation

Three board lanes: H1 (core business, 70% resources), H2 (growth, 20%), H3 (future/disruption, 10%). Prepare initiative cards. Keep evaluation criteria visible.

Agenda

  1. Phase 1: Sharpen horizon definitions (30 min) Owner: Facilitator Action: Define each horizon concretely for the company: H1 (mature cash-flow businesses today, 0-18 months), H2 (growth fields, 18-36 months), H3 (options with maturity >36 months). Define thresholds and metrics per horizon. Hint: Generic McKinsey definitions often do not fit. If H1 only means "core", later classification is impossible. Concrete cash-flow, maturity, or market thresholds are required. Output: Horizon map

  2. Phase 2: Assign initiatives (45-60 min) Owner: Facilitator Action: Put each running and planned initiative on a card. Assign cards to horizons based on maturity, revenue, and time horizon. Mark contested cases and let the sponsor decide. Hint: The temptation is high to push ambitious initiatives into H1 because that feels safer. If an initiative does not bring money today, it does not belong in H1. Output: Portfolio view

  3. Phase 3: Make resource distribution visible (30-45 min) Owner: Facilitator Action: Sum current resources per horizon (FTE, budget, management time). Compare with target distribution (for example 70/20/10). Name imbalances. Hint: Often the finding is: H1 consumes 95%, H3 has 0%. That is not failure, it is a finding. The question is whether it is intentional or inertia. Output: Initiatives per horizon

  4. Phase 4: Transitions and pipeline (30 min) Owner: Facilitator Action: Identify per horizon which initiatives are moving toward the next horizon (H3 -> H2 -> H1). Visualize the pipeline and name gaps. Hint: If nothing is moving from H3 to H2, the company has no new growth fields in 3 years. That is a strategic warning. Output: Resource plan

  5. Phase 5: Decisions and reallocation (45-60 min) Owner: Owner Action: Make concrete reallocation decisions: which initiative ends (H1 sunset), which is strengthened (H2 scaling), which option is newly introduced (H3 seed). Add owner and quarterly review per decision. Hint: Three Horizons without consequence is a consulting slide. At least three decisions with resource movement. Sponsor signs off. Output: Horizon map

  6. Publish artifact (10 min) Owner: Owner Action: Check the artifact for completeness, define location, set version or status, and name review recipients. Output: Horizon map

Closeout

  • Update result artifact: Horizon map
  • Define location, version, and review recipients.
  • Define owner, next step, and review date.
Usable artifact

Work artifact

Pre-filled starting point based on the matching template.

work-artifact.md

Horizon map: Three Horizons

Working Question

How is the current initiative portfolio distributed across the three horizons, which imbalances become visible, and which reallocation secures both today and tomorrow?

Context

Strategy document or vision; current initiative list with status, revenue, effort; market trends and disruption signals; resource situation (people, budget); historical innovation pipeline.

Participants

  • Owner: One facilitator (strategy or innovation owner)
  • Participants: One facilitator (strategy or innovation owner); sponsor with portfolio mandate (CEO, CSO, business-unit lead); representatives from operations (for H1), growth (for H2), innovation/R&D (for H3); finance controller for resource view.

Input

Workshop room or board with three horizon lanes (H1, H2, H3); initiative cards (one per running or planned initiative); evaluation grid (revenue, resources, time horizon); strategy document as reference; portfolio overview of current initiatives.

Template

Three Horizons Canvas

Context

What is this method used for?

Core question

Which question should be answered at the end?

Input

Which data, observations, or materials are available?

Working area

  • Area 1:
  • Area 2:
  • Area 3:
  • Relationships / patterns:

Output artifacts

  • Horizon map:
  • Portfolio view:
  • Initiatives by horizon:
  • Resource plan:

Open questions

  • ...

Next step

Owner, date, success signal.

Completion Check

  • Horizon map is complete enough for review:
  • Location:
  • Version / status:
  • Review by:
  • Next step:

Next Step

  • Review result
  • Mark open questions
  • Schedule review or decision
Template base

Three Horizons Working Template

View templateCompact working template for Three Horizons with context, input, output artifacts, and next step.
canvas

three-horizons-working-template.md

Compact working template for Three Horizons with context, input, output artifacts, and next step.

Three Horizons Canvas

Context

What is this method used for?

Core question

Which question should be answered at the end?

Input

Which data, observations, or materials are available?

Working area

  • Area 1:
  • Area 2:
  • Area 3:
  • Relationships / patterns:

Output artifacts

  • Horizon map:
  • Portfolio view:
  • Initiatives by horizon:
  • Resource plan:

Open questions

  • ...

Next step

Owner, date, success signal.

Ready to use when
  • Working question, owner, and target artifact are visible.
  • The result fits Horizon map.
  • New snapshot per quarterly review with date. Track decisions as versions. Do not overwrite the previous quarter; document the delta. Make pipeline movements visible as history.
  • Open questions are noted as follow-ups.
  • The next review or decision point is scheduled.
ProfileRunsheet