Market Opportunity Navigator: Introduction

This lecture introduces the Market Opportunity Navigator, a tool for innovators and entrepreneurs to identify and evaluate market opportunities. The Navigator consists of three key steps: searching broadly for opportunities, assessing deeply to determine the most attractive options, and strategizing smartly to focus on the right markets. Through dedicated worksheets, participants generate a Market Opportunity Set, create an Attractiveness Map, and design an Agile Focus Dartboard. These tools help in visualizing and evaluating different market opportunities based on their potential and challenges, enabling informed decision-making and risk mitigation. The Agile Focus Strategy derived from this process guides ventures in pursuing the most promising opportunities while keeping backup and growth options open. By applying the Navigator iteratively, participants can adapt their strategies effectively and ensure they are heading in the right direction.

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Find the right markets for your innovation - A tool for entrepreneurs and innovators for choosing which markets to play in.

Learn how to apply the Market Opportunity Navigator - a three-step tool for identifying, evaluating and strategizing market opportunities - to get the most value for your innovation.

Strategic planning

Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy. Strategic planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.

Decision-making

In psychology, decision-making (also spelled decision making and decisionmaking) is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options. It could be either rational or irrational. The decision-making process is a reasoning process based on assumptions of values, preferences and beliefs of the decision-maker. Every decision-making process produces a final choice, which may or may not prompt action.

Strategic thinking

Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought. When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization. It can be done individually, as well as collaboratively among key people who can positively alter an organization's future.

Strategic management

In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans.

Decision-making software

Decision-making software (DM software) is software for computer applications that help individuals and organisations make choices and take decisions, typically by ranking, prioritizing or choosing from a number of options. An early example of DM software was described in 1973. Before the advent of the World Wide Web, most DM software was spreadsheet-based, with the first web-based DM software appearing in the mid-1990s. Nowadays, many DM software products (mostly web-based) are available – e.g.

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