Discovery-Driven Growth

CHAPTER SIX

Creating Reverse Financials and the Assumption Checklist

For each project that is going to make a contribution to the corporation’s growth strategy, you have now thought through what the growth initiative needs to do to be successful: you’ve framed it. You’ve also defined a unit of business. You’ve compared your proposed offering with competitive alternatives and come up with at least one compelling point of differentiation. These form the basis for making some assumptions about the key metrics your organization will need to deliver to successfully create a differentiated customer experience. So far, the emphasis has been on evaluating proposed ideas—seeing if they make sense, being realistic about their limitations, and discarding ...