1) Demand Space Map (organisation × opportunity)
A structured view of demand, not a brainstorm:

·       Opportunity spaces + size/value pools

·       Competitive intensity (who’s there, how hard to displace)

·       Drivers / conditions (what must be true for demand to grow)

·       What it takes to win (capability, channel power, credibility, cost-to-serve, speed)

2) Portfolio planning: DRIVE / NATURE / ANCHOR / TRADE
We manage growth as a portfolio—not a list:

·       DRIVE — material growth engines that change the trajectory

·       NATURE — organic expansions using existing capability and permission

·       ANCHOR — protect the core profit base and fund the plan

·       TRADE — deliberate stops/exits/simplifications to free capacity and capital

Growth isn’t only what you add. It’s also what you choose to stop.

3) Strategy framework: Growth Platforms × Demand Spaces × Brand Match × Innovation
We connect the dots into coherent choices:

·       Growth platforms (the few big plays that organise investment)

·       Demand spaces (where each platform competes and why now)

·       Brand match (which brand has permission to win there)

·       Innovation opportunities (what must change: offer, model, experience, channel)

4) Innovation priority map: Offer × Customer
We prioritise by existing/new offer and existing/new customers:

·       Existing offer × existing customers = INCREMENT

·       New offer × existing customers + Existing offer x new customers = EVOLVE

·       New offer × new customers = BREAKTHROUGHS

Outcome: one Opportunity Map that aligns leadership on where growth is real, what it will take to win, and how we sequence Increment → Evolve → Breakthroughs without breaking the business.