Three Horizons: The Patterning of Hope¶
Sharpe, B. (2013). Three Horizons: The Patterning of Hope: The Patterning of Hope. International Futures Forum.
Cited by¶
4 citations across 3 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Three Horizons Analysis
- Not the McKinsey Three Horizons of Growth model, though closely related — McKinsey's portfolio-management application (H1 as current core, H2 as emerging businesses, H3 as venture options) shares the three-layer structure but is instrumentally descriptive for corporate resource-allocation; Sharpe-Hodgson Three Horizons
This sourceFoundational Sharpe-Hodgson Three Horizons framework.
- H1 architecture includes the systems currently in production, the technology stack that powers the revenue, and the institutional knowledge embedded in that stack — the "managerial" horizon Sharpe (2013) describes as fit for the current operating context yet increasingly stressed as that context drifts.
This sourceCharacterizes H1 as the managerial horizon — the dominant present system whose fitness for the current operating context begins to erode as that context shifts — and treats stress signals in H1 as a diagnostic input to multi-horizon strategy.
- Not the McKinsey Three Horizons of Growth model, though closely related — McKinsey's portfolio-management application (H1 as current core, H2 as emerging businesses, H3 as venture options) shares the three-layer structure but is instrumentally descriptive for corporate resource-allocation; Sharpe-Hodgson Three Horizons
- Visioning
- Listed in the references but not attached to a specific claim.
Mechanisms¶
- Three Horizons Map
- It is the classic Three Horizons picture,
This sourcePresents Three Horizons as a future-oriented framework for beginning constructive conversations about transformation.
- It is the classic Three Horizons picture,
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