Growth & Continuity Formula : Defend / Adapt / Transform
Growth + Continuity
Sustainable Growth and meaningful Continuity depend on how organizations frame decisions under uncertainty and over time, not only on how efficiently they execute once choices are made. It is a discipline for steering organizations through time.
Growth + Continuity is the pressure you feel.
MAPS is the system that helps you manage it.
MAPS System
Introduction
Organizations rarely struggle because they make bad decisions.
They struggle because they make decisions without seeing enough of what matters.
- How the organization actually functions is often implicit.
- How present pressures interact with future directions is rarely visible.
- What truly creates value — and where risk concentrates — is often assumed rather than examined.
As complexity increases, this lack of visibility becomes costly. Decisions rely more on intuition, conversations repeat, tensions accumulate, and risks surface late.
MAPS exists to address this situation as an explicit operating framework, helping organizations make their internal reality visible — across structure, time, and value — so decisions can be made with clarity rather than blindly.
Rather than prescribing strategy or delivering plans, MAPS (Growth + Continuity maps) strengthen three fundamental forms of visibility:
- Structural visibility — seeing how decisions, coordination, and governance actually work
- Temporal visibility — seeing how the present, transition, and future interact
- Economic visibility — seeing what creates value, risk, and dependencies
They make it possible to:
- see how the organization actually works,
- surface hidden tensions and implicit assumptions,
- align conversations between leadership and teams,
- reason deliberately under uncertainty.
MAPS does not replace experience or judgment. It provides a solid support to work from.
MAPS creates a lasting reference that facilitates clearer decisions, better coordination, and continuous learning as conditions evolve.
Who are these MAPS for?
MAPS are intended for any organization and for the people responsible for guiding it through growth, change, and strategic uncertainty.
How MAPS are built
MAPS are built using models during working sessions or workshops, depending on the context and the organization’s challenges.
Assistance, delegation
Certain components of MAPS can be delegated in close collaboration with management teams.
STRUCTURE
Structural Visibility (SV)
Focus: Can the organization clearly see how it is actually organized?
Structural Visibility shows how the organization’s essential structural functions are handled in practice — not on paper, not by title, but in day-to-day operation.
MAPS does not assess quality or performance. It shows where these functions currently sit, including when they are combined, overloaded, missing, or unclear.
It aims to make visible :
Where the work is actually done, coordination really happens, control and authority are exercised, attention to change and the future sits, direction and arbitration are held.
Capabilities enabled
- distinguish structural issues from people issues,
- locate overload, gaps, and blurred responsibilities,
- see which functions are missing, collapsed, or dormant.
Structural Visibility does not redesign the organization. It produces an accurate map of how the organization is currently run, so discussions about change start from reality rather than assumptions.
Temporal Visibility (TV)
Focus: Can the organization clearly see how the present, transition, and future interact?
Temporal Visibility examines whether the organization has a shared and explicit view of time — not as forecasts, but as interacting horizons that influence present decisions.
Based on the Three Horizons model (3H / 3H1S), this approach analyzes how current operations, emerging transitions, and longer-term transformations coexist, create tension, or reinforce one another — and whether these dynamics are visible enough to be managed deliberately.
It aims to make visible:
What is currently being defended and optimized, where transition tensions are accumulating, which future directions already influence decisions and where temporal blind spots or time compression exist.
Capabilities developed
- surface hidden tensions between horizons,
- clarify what belongs to the present, the transition, and the future,
- reduce temporal blind spots and strategic drift,
- improve the organization’s ability to reason and decide across time.
VALUE
Economic Visibility (EV)
Focus: Can the organization clearly see what creates value, risk, and dependencies?
Economic Visibility examines whether the organization’s value-creation logic is explicit and inspectable, rather than assumed, fragmented, or reduced to financial indicators alone.
This approach reframes the organization as a portfolio of tangible and intangible assets, each with specific value, risk, and dependency dynamics, and analyzes whether these dynamics are visible enough to be governed deliberately.
It aims to make visible:
The assets that actually generate value, areas where value is concentrated or exposed, the distribution of risk and opportunity, critical but poorly understood dependencies.
Capabilities developed
- surface hidden value drivers and risk concentrations,
- clarify the relationship between assets, value, and risk,
- improve capital and attention allocation decisions,
- strengthen the organization’s ability to observe and manage its own value-creation logic.
If you need more information or are ready to implement Growth + Continuity MAPS, please contact us.
