BMI 3

Question 1

A core insight of the article is the rejection of linear time (past → present → future) in favor of a loop. In this model, leaders:

Answer 1

1. identify trends in the present
2. jump 10-20 years into the future
3. work backward to present do develop strategies

Question 2

Guidelines for Implementing Strategic Foresight

Answer 2

1. invite the right people
2. articulate the “official future”
3. imagina plausible, but different, futures
4. inhabit those futures
5. isolate robust strategies
6. implement those strategies
7. Ingrain the process

Question 3

Leaders must track two dimensions when managing a portfolio of business models:

Answer 3

• Intra-business model complexity
• Inter-business model complementarity

Question 4

According to the Complexity–Complementarity Framework, what are two key concepts used to explain firm restructuring?

Answer 4

• restructuring pressure
• outcome of splitting

Question 5

The authors offer a tool consisting of five steps to assist corporate leaders in visualizing their portfolio trajectory:

Answer 5

1. portfolio survey
2. complexity analysis
3. complementarity analysis
4. external pressure analysis
5. dynamic trajectory analysis

Question 6

Four dimensions of CEO opportunity framing

Answer 6

• intensity
• concreteness
• future orientation
• inclusiveness

Question 7

The study contributes three main insights to business model innovation (BMI) and strategic management:

Answer 7

• sustained framing matters
• framing enables integration
• shift from innovator to incumbent

Question 8

four knowledge problems:

Answer 8

• uncertainty (knightian)
• ambiguity
• equivolacity
• complexity

Question 9

decision logics

Answer 9

• logic on consequences
• logic of appropriateness

Question 10

The authors propose a multi-level and multi-dimensional view of unknowingness.

Answer 10

• multi-temporality
• knowledge portfolios
• strategic use