It's good to look back on successful uses of N-of-8 to learn how it might apply to your current challenges.
Here was one situation from a few years ago:
Precedex is an important product for Hospira, one that can change practice and benefit patients. The company was committed to reaching big goals and making this a blockbuster product for Hospira.
And step one was bringing the corporate decision-makers together in one room for a workshop to use their collective experience and expertise to drive thinking, establish priorities, and focus on the most important things – the right things in the right order.
The Precedex team recognized the importance of developing a “vision” strategy – building a solid foundation for this unique and valuable product.
The main goal for this N-of-8 Vision Advancement was to initiate the development of a three-year Precedex strategy map that would identify the overarching strategy, sub-strategies, issues and top-line tactics for increasing awareness, expanding reach, and increasing sales. The team understood the importance of identifying and articulating a value proposition from the perspective of the customer and came together to explore and develop Precedex strategy maps using the N-of-8 along with our Strategic GPS® process.
We began the N-of-8 initiative with pre-workshop “listening” interviews designed to gather preliminary ideas and thinking around what was possible. In the session, the team determined “where we are” in relation to the customer, and advanced the thinking to identify “where we want to be” in 3 to 5 years, from a customer perspective.
This exploration further focused and defined thinking as it relates to overall strategy and vision development.