Opportunity Landscape
Opportunity landscaping is a tool designed specifically for SMEs to aid them in keeping up to date with change,
to enable decision makers to anticipate future trends and act accordingly.
The main goal of the Opportunity Landscape is to “identify and anticipate relevant future trends and
developments in the company’s technological environment by constant and systematic observation of these
trends” (Savioz and Blum, 2002).
The Opportunity Landscape can be used in two slightly different ways. In Sense Making, it is a way of
identifying and structuring new ideas for the future. It can also be used to track and measure issues which may
be important for the organisation in the future.
Further Information
Savioz, P., and Blum, M., (2002), ‘Strategic forecast tool for SMEs: how the opportunity landscape interacts
with business strategy to anticipate technological trends’, Technovation, 22, pp 91-100
Instructions
Stage 1: Identifying ideas for the future
An expanded version of the template below may be used to capture the results of Stage 1.
Step 1: Defining the key strategic fields - Individuals from different departments eg R&D,
manufacturing or marketing, are brought together in a strategic workshop. Each person is
requested to identify areas which are of key importance for the business (both at a Macro PESTLE level, Micro – industry level, and organisation level), these areas are then
consolidated into strategic fields. A strategic field is an area which would be likely to be of key
importance in the future.
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Potential fields:
technology
business winners – markets and
products / services
people
environment
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processes
partners – collaborators
customers
suppliers
Step 2:
Brainstorming ideas – Using post it notes, each individual should identify at
least one idea per strategic field. Ideas could be:
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Potential opportunities
Ideas for development /
improvement
Future requirements
New products / services
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Rules:
1 idea per post it note
All ideas are valid
Step 3: Visualising the landscape - Draw the template onto a large flipchart paper, or project
at a wall. Once all the group members have written one idea per strategic field, in rotation
each person should position ONE idea on the opportunity landscape in turn:
Player Substitute -
Junior -
High priority (high attractiveness, high possibility)
Medium priority (High attractiveness / low possibility, or, low attractiveness /
high possibility)
Low Priority (low attractiveness, low possibility)
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Opportunity Landscape
As each group member places their idea on the landscape they should outline the idea to the
group and review positioning based on discussion. Continue to go round the group until all the
ideas have been positioned. Remember to add new ideas if they are sparked by others.
Remove any duplication. Capture the landscape in a permanent form for review and update.
Stage 2: Tracking issues over time (This stage is optional)
Step 4: Identifying potential issues – Using a different colour of post it notes each person should
identify at least one potential future issue for the company. Issues could be:
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Key macro trends
Customer trends
o
Challenges
o
Requirements
Competitor trends
o
New entrants
o
Collaborations / mergers
New technologies
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Rules:
1 idea per post it note
All issues are valid
Step 5: Place the issues onto the landscape as above (Step 3)
Step 6: Identify a gatekeeper for each issue.
Gatekeeper: A person who has frequent contact with people outside the organisation,
who is often asked for advice and passes on their information to certain people inside
the organisation, creating a communication network. They operate as interfaces
between the organisation and the technological environment. Their role is to
translate technical information into terms that are meaningful to managers and other
organisational colleagues. An internal gate keeper is recommended, although an
external individual can be used.
Step 7: Regular reporting and monitoring - Each gatekeeper is responsible for their own
issue, keeping track of changes and developments regarding these aspects. An
update should be provided four times a year (less for substitute or dormant issues)
in written form, to the executive team. This information is also stored in a
knowledge base.
The gatekeeper is also responsible for concluding whether any changes in their
area present an opportunity or threat to the company, to include recommendations.
The Opportunity Landscape should be updated at least once a year (more often if required),
including the creation of new issues if appropriate.
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION
Opportunity Landscape
Adapted from Savioz and Blum (2002)
TRANSFORMING CAPABILITY SUPPORT MATERIALS
LEADING VISION CREATION