Vision Core · Mission Statement · Module

Scope

What business the organisation is in, and what it is not — drawn too narrowly it goes obsolete with the product; drawn too widely it permits anything.

The idea

How it works

Levitt’s argument was that firms defined themselves by what they made rather than by the need they served, and then failed when something else served that need better. The railways were not in the railway business.

The opposite error is now more common. A scope defined as “helping people live better” permits any activity at all, which means it excludes nothing and directs nothing. Abell’s three questions — which customer group, which need, which technology — keep the definition honest in both directions.

Working with it

In practice

  1. 01

    Define by the need, not the product

    The product will be replaced. The need the customer has is more durable and is what the organisation should be organised around.

  2. 02

    Answer all three questions

    Which customers, which need, which means. A definition missing one of them is either too narrow or too wide.

  3. 03

    Name what is out of scope

    The adjacent things the organisation has decided not to do. That list is the useful half.

  4. 04

    Check it against the revenue

    Where the money actually comes from is the real scope. If it sits outside the stated one, the statement is wrong.

One level in

The components of scope

A component is something that exists afterwards which did not exist before — a deliverable or a mechanism, not an intention.

  1. The definition

    Which customers, which need, which means — the three that fix the scope.

    Learn
  2. The boundary

    What is deliberately out of scope, including the tempting adjacent things.

    Learn
  3. The revenue check

    Where the money actually comes from, held against the stated scope.

    Learn

Check the stated scope against where the revenue actually comes from. Where they differ, the statement is the thing that is wrong.