1. Evolutionary framework for strategy making
Autonomous
Strategic
action
Concept of
Corporate
Strategy
Strategic
context
Induced
strategic
action
Structural
context

2. Russel Achoff Framework
Structuring of
possible future
What will
be required
to make
Future
Vision of
company a
reality?
Future of
Industry
Future of
company

3. Today Future Strategic Actions 1. Our Business 6. Our Business 2. Our
Customers
5. Our
Customers
3. The Environment
4. The Environment
Strategic
Inputs

4. Crossing the chasm Late Majority Early Majority Early Adopters
Laggards
Early Adopters
Innovators

5. Innovators = Technology Enthusiasts
Fundamentally committed to new technology on grounds that it will sooner or later change our lives for the better.
Early Adopters = Visionaries
True business visionaries that want to use the discontinuity of any innovation to make a break with the past and start an entirely new future. They believe in revolution to change business.
Early Majority = Pragmatists
They believe in evolution, and are primarily interested in making their company’s system work more effectively.
Early Majority
Late Majority
Early Adopters
Laggards
Innovators

6. Late Majority = Conservatives
Pessimistic about the their ability to gain any value from technology investments and undertake them under duress.
Laggards = Skeptics
They are not so much potential customers as ever present critics of new technologies
Early Majority
Late Majority
Early Adopters
Laggards
Innovators

7. Crossing the chasm The Mainstream Market Late Majority Early Majority
Inside the
Tornado
Laggards
Early Adopters
Innovators
The
Chasm

8. Difference between Visionaries and Pragmatists
Intuitive
Support revolution
Contrarian
Break away from the pack
Follow their own dictates
Take risks
Motivated by future opportunities
Seek what is possible
Analytic
Support evolution
Conformist
Stay with the herd
Consult with their colleagues
Manage risks
Motivated by present problems
Pursue what is probable