Hi Liam Cain đź‘‹
The guys at GrowthTribe do some nice stuff (I enjoyed a great talk/demo at the Lean Startup Summit in Berlin earlier this year) … but half of the video doesn’t reflect reality in larger corporations from my experience.
It’s not just about blurry funding lines of any H2 stuff however. It’s actually mainly the difference in culture, mindset, skillsets and what the people on the teams who tackle different things do, as well as the imagination, vision and risk appetite from different types of decision boards.
What the article tried to say was that organisations really tend to have two (as in Dual Transformation) rather than the three (McKinsey) distinct types of objectives, objectives for today’s products and objectives for the future.
By the way, I am in the NPS Considered Harmful camp, and I replaced the Business Model Canvas/Value Proposition Canvas with the Business Blueprint (follow-up article: It’s not when or how … but why) 👍
