Reframe Mindsets.
Lead Transformation.

The great pyramids were incredible feats made by mankind, but it was their tools and processes that brought their ideas to life. We tackle complex problems with a toolbox of innovative approaches so we too can build things that stand the test of time.

VALUE CREATION FRAMEWORK
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FRAMEWORK PRINCIPLES

Make a transformative company and keep it that way.

We partner with leaders to provide the workflows and language to identify and capitalize on seismic opportunities. To do this, every company needs to master 4 key areas. 

LEAD A BUSINESS EXPEDITION

Breakthroughs

A high-growth, high-risk opportunity identified and developed internaly or externally to your business, representing a significant advancement.

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Incumbents

Breakthroughs come from establishing and pursuing a revised vision while staying adaptable to new information and opportunities. Leaders must reassess all aspects of their business, including market approach, product development, sales, and income streams. Letting go of established practices enables crucial transformations that maintain a company's relevance and help it achieve its goals. Flexibility is key to repositioning for the future.

Upstream

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Startups

Every organization starts as a startup striving for a breakthrough. Successful founders possess key discovery skills—associating, questioning, observing, experimenting, and networking—to identify and capitalize on high-growth, high-risk opportunities. Startups must balance the pressure for profitability with genuine customer value creation by developing innovative products and services, emulating successful models, and ultimately transforming breakthroughs into repeatable, scalable, and profitable ventures.

Downstream

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CREATE GREATER VALUE

New Products & Services

Solutions created to address unmet customer needs, often involving uncertainty and requiring iteration to achieve market fit.

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Incumbents

While emulations build upon existing market successes, new offerings focus on identifying and addressing unmet customer needs, requiring a shift towards discovery-oriented skills. This involves understanding customer "jobs-to-be-done" and iterating until the product or service finds market fit. New products and services rely on validation and testing for success. This is achieved when the new offering is desirable to customers, feasible to develop, and financially viable.

Upstream

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Startups

To seize a breakthrough opportunity, you must create valuable products or services tailored to specific customer needs. This involves understanding their "jobs-to-be-done" and adapting your solution until it finds market fit. Founders who focus on solving these jobs increase their chance of success, even when facing limited resources and personal risks. Ultimately, a breakthrough is achieved when the new offering is desirable to customers, feasible to develop, financially viable, and supported by the right infrastructure.

Downstream

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EXPAND MARKETPLACE POSITION

Emulation

The process of adapting successful strategies and elements from existing offerings to accelerate growth and reduce risk, without reinventing the wheel.

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Incumbents

This approach leverages the proven desirability and profitability of existing solutions, saving time and resources. Leaders should actively research and observe the market to detect emerging trends before they become mainstream, gaining a competitive advantage and maximizing profits throughout the product lifecycle. While many businesses already practice some form of emulation, a more intentional and proactive approach can yield even greater benefits, such as faster time-to-market, reduced costs, and more predictable returns.

Upstream

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Startups

Startups can reduce risk and streamline their market entry by emulating successful elements from existing businesses, such as go-to-market strategies, manufacturing processes, or design approaches. This allows them to focus on core innovation while leveraging proven methods, shortening the learning curve and accelerating success. However, emulation is not without risks, as market trends and technologies evolve rapidly. Success in emulation lies in identifying and adapting trends early.

Downstream

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DRIVE STRATEGIC GROWTH

Derivatives

Scalable, repeatable, and profitable offerings that result from a successful breakthrough, requiring a shift towards efficiency and delivery skills for continued growth.

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Incumbents

To successfully pursue breakthrough initiatives, companies must first stabilize their core business. This involves establishing a change management plan, defining a revised vision, and identifying key areas for improvement. By stabilizing their core business, organizations gain the capacity and capital to invest in growth and innovation. While this process can be challenging, it's crucial to prevent internal instability when introducing new initiatives. Ultimately, stabilizing the core business allows the organization to reposition its leadership and culture to embrace future breakthrough changes.

Upstream

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Startups

Upon establishing a scalable, repeatable, and profitable business model, startups transition into derivative businesses. This phase requires a shift from discovery skills towards delivery skills focused on efficiency and cost management. Hiring executives with these skills can help the company gain market share and improve margins. However, it's crucial to maintain a balance between delivery and discovery to avoid stagnation and ensure continued growth. Leaders must look beyond short-term gains and prioritize long-term scalability and profitability while maintaining the ability to adapt to new opportunities.

Downstream

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TRANSFORMATION

The Incumbent Dilemma

Established companies often face the "Incumbent Dilemma," where the initial focus on innovation and growth shifts towards efficiency and maintaining profitability. This leads to a loss of the discovery skills and visionary leadership that fueled early success. As leaders prioritize efficiency and meeting shareholder expectations, they struggle to adapt to changing markets and technologies, eventually leading to decline. However, this trend can be reversed by "going back upstream," reigniting innovation and rediscovering the company's vision.