We know most corporations don't know what they will do next month, let alone next quarter. But this framework does create a continuum and a repository of relevant ideas/opportunities that companies can leverage when they're ready.
And as Hubert said, very useful for monetization too.
And, even those who say they know what they want to do would be in a better spot if they paused, reflected on what is / is not working and then moved forward. I've found Now - Next - Later enables rapid reflection and learning, thus improving what is introduced. It's also a more iterative approach and breaks the "big bang" that companies still find themselves championing due to increased competition.
The framework is perfect for monetization managers. Goes well with new features for tools, applications, sale cycles, and etc. To be able to see in the near feature allows time for teams to take advantage of the opportunities.
Excellent observation Hubert. Now - Next - Later aligns very well with Horizon thinking. What is day to day that I need to tackle (now), what is adjacent (next) and what does the future bring (later). I often recommend a 70% now, 20% next, 10% later focus in both scenarios as resource prioritization is a common question that arises.
This is a really potent framework, Diana.
We know most corporations don't know what they will do next month, let alone next quarter. But this framework does create a continuum and a repository of relevant ideas/opportunities that companies can leverage when they're ready.
And as Hubert said, very useful for monetization too.
And, even those who say they know what they want to do would be in a better spot if they paused, reflected on what is / is not working and then moved forward. I've found Now - Next - Later enables rapid reflection and learning, thus improving what is introduced. It's also a more iterative approach and breaks the "big bang" that companies still find themselves championing due to increased competition.
The framework is perfect for monetization managers. Goes well with new features for tools, applications, sale cycles, and etc. To be able to see in the near feature allows time for teams to take advantage of the opportunities.
Excellent observation Hubert. Now - Next - Later aligns very well with Horizon thinking. What is day to day that I need to tackle (now), what is adjacent (next) and what does the future bring (later). I often recommend a 70% now, 20% next, 10% later focus in both scenarios as resource prioritization is a common question that arises.