The system is shown sequentially, but must be governed as a connected whole - ​the whole is greater than the sum of the parts.
 

Value is rarely lost within a stage — it is lost between stages, and most severely after launch and at renewal / transition.

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Human, Intellectual, and Financial Capital - must be aligned at all times to avoid binding constraint and compound value loss.

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• Human Capital: The skills, experience, health, and motivation of people that drive an organisation’s capacity to perform and adapt.

• Intellectual Capital: The collective knowledge, systems, and intellectual property enabling innovation, differentiation, & value creation.

• Financial Capital: The funds and financial resources available to an organisation to invest, operate, manage risk, generate returns.

1. Ideation & Discovery (~5%)
Generate strategically relevant options for future growth curves.
Top KPIs: strategic fit score (core/adjacent/new), cost per viable concept, time to hypothesis clarity.

2. Feasibility & Validation (~5%)
Decide what can — and should — move forward.
Top KPIs: kill/advance ratio, feasibility confidence, compliance/regulatory risk rating (regulated: initial pathway & evidence plan).

3. Develop, Prototype & Protect (~10%) 
Cash trough Turn options into a viable and defensible solution before scale risk is priced in.
Top KPIs: burn vs plan, unit economics, design-for-scale readiness, IP filed/protection coverage (regulated: safety, quality design controls).

4. Pilot, Pre-Launch & Certification (~10%)
Prove readiness for early adopters and regulators — establish proof, evidence, and referenceability.
Top KPIs: pilot→paid conversion, proof points, certification/approval (regulated: audit findings closed, validation success rate, time-to-approval).**

5. Market Entry & Diffusion (~10%)

Execution / expectation risk - from early adopters to early majority - execution reliability match expectations.
Top KPIs: adoption velocity, CAC/payback vs plan, sales cycle predictability, time to EBITDA break-even (regulated: incident rate, compliance)

6. Market Capture & Scaling (~15%)
Convert traction into material revenue and EBITDA without breaking delivery.
Top KPIs: revenue growth vs capacity growth, gross margin stability, service reliability, EBITDA contribution from new curve.

7. Market Expansion & Replication (~15%)
Replicate economics across segments/regions without losing control or margin.
Top KPIs: time-to-replicate economics, margin consistency, incremental capital efficiency (regulated: approval portability, audit readiness)

8. Optimisation & Value Extraction (~15%)

Improve margin and cash while protecting renewal capacity — avoid over-optimisation.
Top KPIs: EBITDA margin expansion, cash conversion cycle, cost-to-serve reduction, reinvestment ratio maintained.

9. Renewal & Update (~10%)

Prepare the next curve before decline is visible — extend economics rather than reset them.
Top KPIs: attach/upgrade rate, migration readiness and success %, next-curve pipeline value, renewal ROI vs legacy optimisation ROI.

10. Transition & Reinvestment (~5%)
Shift to the next curve without discontinuity in economics, defensibility, or delivery.

• Build: maximum control/defensibility; higher execution burden and early volatility.​

• License: faster entry; trade-offs on margin, control, and defensibility.

• Acquire: compress time-to-scale; integration and continuity risk must be governed.

Top KPIs: overlap funding (months), revenue/margin continuity, transition execution slippage, buyer-grade evidence pack for the next curve.

 

Sustainable Competitive Advantage: When value is captured, optimised and compounded on with successive  solution growth curves.

 

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Innovation creates options.
Commercialisation realises value.
Human, Intellectual, and Financial Capital determine whether value compounds.