This article provides a detailed response to: How can companies effectively measure the success of Horizon 3 initiatives when traditional financial metrics may not apply? For a comprehensive understanding of McKinsey 3 Horizons Model, we also include relevant case studies for further reading and links to McKinsey 3 Horizons Model best practice resources.
TLDR Effectively measuring Horizon 3 initiatives requires a nuanced approach beyond traditional financial metrics, focusing on Learning Milestones, Market Validation, Ecosystem Development, Strategic Alignment, adopting a Balanced Scorecard, and emphasizing Agile and Iterative Learning for future growth and innovation.
Before we begin, let's review some important management concepts, as they related to this question.
Measuring the success of Horizon 3 initiatives presents a unique challenge for organizations. Unlike Horizon 1 (core business) and Horizon 2 (emerging opportunities) initiatives, which can often be evaluated using traditional financial metrics such as ROI, revenue growth, and profit margins, Horizon 3 initiatives are focused on creating future growth opportunities. These initiatives might include radical innovations, exploring new business models, or venturing into untested markets. Given their long-term and uncertain nature, traditional financial metrics may not be applicable or sufficient to gauge their success accurately. Instead, organizations need to adopt a more nuanced and multi-dimensional approach to measurement.
Adopting Alternative Metrics
For Horizon 3 initiatives, organizations should consider alternative metrics that capture the progress and potential of these ventures. Metrics such as learning milestones, market validation, ecosystem development, and strategic alignment can offer valuable insights. Learning milestones, for example, measure the knowledge gained through the initiative, which can include customer insights, technical feasibility, and market dynamics. Market validation metrics assess the response from potential customers or users, often through prototypes or pilot programs. Ecosystem development looks at the growth and engagement of partners, suppliers, and other stakeholders critical to the success of the initiative. Lastly, strategic alignment ensures that the initiative remains consistent with the organization's long-term vision and strategic objectives.
Organizations like Google and Amazon have long embraced such metrics. Google, for instance, uses "Objectives and Key Results" (OKRs) to measure progress towards innovation goals, focusing on specific, ambitious, and measurable outcomes. Amazon evaluates new initiatives based on customer obsession, a willingness to invent, and long-term thinking, emphasizing metrics that gauge customer engagement and satisfaction over immediate financial returns.
It's important to note, however, that these alternative metrics should be used in conjunction with, rather than as a replacement for, traditional financial metrics. As Horizon 3 initiatives mature and transition into Horizon 2 or even Horizon 1, financial metrics will become increasingly relevant and necessary for a comprehensive evaluation.
Implementing a Balanced Scorecard
A Balanced Scorecard approach can be particularly effective in measuring the success of Horizon 3 initiatives. This method allows organizations to look beyond financial outcomes and consider other critical perspectives such as customer, internal business processes, and learning and growth. By integrating these dimensions, organizations can develop a more holistic view of an initiative's performance and potential. For example, the customer perspective can include metrics related to customer engagement or brand perception, while the internal business processes perspective focuses on innovation efficiency or speed to market. The learning and growth perspective might measure the development of new competencies or the cultivation of an innovation-friendly culture.
Accenture's research on innovation highlights the importance of a balanced approach, suggesting that successful innovators measure both the input (investment in innovation) and output (results of innovation efforts) across multiple dimensions. This ensures that organizations not only track the immediate outcomes of their Horizon 3 initiatives but also their contribution to building an innovative culture and capabilities.
Implementing a Balanced Scorecard requires organizations to carefully select metrics that are relevant, measurable, and aligned with their strategic objectives. It also demands regular review and adjustment of these metrics to reflect changing priorities and insights gained during the innovation process.
Emphasizing Agile and Iterative Learning
Given the inherent uncertainties of Horizon 3 initiatives, adopting an agile and iterative approach to measurement is crucial. This means setting short-term goals and metrics that allow for rapid learning and adaptation. Instead of waiting for a final outcome to evaluate success, organizations should establish iterative milestones that provide early indicators of progress or potential challenges. This approach enables organizations to pivot or iterate on their initiatives based on real-world feedback and learning, reducing the risk and uncertainty associated with Horizon 3 investments.
Companies like Spotify and Netflix have excelled by adopting agile methodologies not just in product development but also in measuring the success of their innovation initiatives. They set up cross-functional teams that work in short sprints, with each sprint having specific goals and metrics. This allows them to continuously evaluate and adjust their strategies based on actual performance and feedback, fostering a culture of continuous improvement and learning.
Agile and iterative learning also emphasizes the importance of failure as a learning tool. By measuring and analyzing failures in the context of Horizon 3 initiatives, organizations can gain valuable insights that inform future innovation efforts. This requires a cultural shift towards accepting failure as an integral part of the innovation process and establishing metrics that encourage risk-taking and learning from setbacks.
In conclusion, effectively measuring the success of Horizon 3 initiatives requires organizations to move beyond traditional financial metrics and adopt a more nuanced, multi-dimensional, and agile approach. By focusing on learning milestones, market validation, ecosystem development, and strategic alignment, implementing a Balanced Scorecard, and emphasizing agile and iterative learning, organizations can better navigate the uncertainties of Horizon 3 initiatives and unlock their potential for future growth and innovation.
Best Practices in McKinsey 3 Horizons Model
Here are best practices relevant to McKinsey 3 Horizons Model from the Flevy Marketplace. View all our McKinsey 3 Horizons Model materials here.
Explore all of our best practices in: McKinsey 3 Horizons Model
McKinsey 3 Horizons Model Case Studies
For a practical understanding of McKinsey 3 Horizons Model, take a look at these case studies.
Growth Strategy Redesign for Professional Services in Competitive Market
Scenario: The organization in question operates within the professional services industry, facing stagnation in its core offerings while grappling with the challenge of allocating resources effectively across the McKinsey Three Horizons of Growth framework.
Telecom Infrastructure Expansion Strategy in D2C
Scenario: The organization is a mid-sized telecom provider specializing in direct-to-consumer services, facing stagnation in its core business and seeking to identify new growth avenues.
Strategic Growth Framework for Space Technology Firm in Competitive Market
Scenario: A firm specializing in space technology is struggling to balance its current operations with innovation and new market expansion, in line with the McKinsey 3 Horizons Model.
Horizon Growth Strategy for Aerospace Manufacturer
Scenario: The organization is a leading player in the aerospace industry, grappling with the challenge of sustaining long-term growth amid rapid technological changes and competitive pressures.
Industrial Chemicals Growth Strategy for Specialty Materials Firm
Scenario: The organization is a specialty chemicals producer in the industrial sector, grappling with the challenge of sustaining growth while maintaining profitability.
Luxury Brand Diversification Strategy Development
Scenario: The organization is a well-established luxury fashion house looking to innovate and expand its portfolio.
Explore all Flevy Management Case Studies
Related Questions
Here are our additional questions you may be interested in.
Source: Executive Q&A: McKinsey 3 Horizons Model Questions, Flevy Management Insights, 2024
Flevy is the world's largest knowledge base of best practices.
Leverage the Experience of Experts.
Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.
Download Immediately and Use.
Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.
Save Time, Effort, and Money.
Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.
