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Scanninghe Peripheryby George .Dayand Paul .H. choemaker

Thebiggestangersoa company re heonesyoudon't ee oming.Understandinghesethreatsandanticipatingopportunitiesrequiresstrongeripheralision.

Q erwrrr.r2oo1AND2oo4,MattellJ lost20% fits share fthe worldwidefashion-dollsegment o smallerrivalssuchasMGA Entertainmentcreatorofa hip new ineofdolls calledBxatz.MGAreco8nizedwhat Mattel had ailed o -that preteengirlswerebecomingmoresophisticatedndmaturingmorequickly.At youngerates, hey wereoutrowingBarbieand ncreasingly referringdollsthat looked ike their teenage iblingsand he pop starshey idolized.As hetargetmarket or Barbienarrowedromgirlsageslree to 11o girlsabout lreeto five, the Bratz ine cut rapidly intothe seeminglymassailable attl ran-chise,Mattel finally moved o rescueBarbie'sdeclining ortunes, aunchinga brandextension alledMy Scenehattargetedolder girls,and a line of hipdollscalledFlavaso competehead-onwith Bratz.But the darnagewas done.Barbie, ueenofdolls for over4oyears,lost y'ffth of her realrn almostover-nighkand Mattelditln't see t coming.ComDanies ften face demogmphicshifts, ew ivals,new echnologies,ew

regulations,and other environmentalchangeshat seem o comeout of leftfield. How can hey see hesechalgessoonerand capitalizeon them asMGAEntertainrnent id?How can hey avoidbeing blindsided as Mattel was?Thechallengesacedby companiesikeMattel often beginas weak signalsatthe periphery the blurry zone at theeGeof an organization'sision,Aswitlhumanperipheralvision, hesesignalsarediffcult to seeand nterpretbut canbe vital to successr survival.Managersare used o interpretingdata hat are setbefore lem, but theyalsoneed o be able o recognizewhenpartoftle pictue is missing-to answerthequestion,owhat odt weknow hatmight matter?"Drawingon researchnstmtegy, rganization nd decisionheory,and other disciplines, swell asourdecadelong study of emerging ech-nologies t Whafon'sMackCenter orTechnologicalmovation andour workwith organizations round the globe,we have developeda "strategiceyeexam." t serves sa diagnostic ool for

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I O O L K I T . S c a n n i n gh e P e r i p h e r yevaluatingand sharyening ompanies'peripheral ision.Wehaveadministeredthe exam o seniorexecutivesn morethan 15ocompanies round he worldand have consultedwith companiesacrossndustdes includingagricul-tural equipment,media,energy, ndsoltware to help t}rem bdng the pe-;nhAn, inr^ f^.rre

As this article shows, mproving pe-dpheral vision begins by asking theright questions.DefiningScopeHow good does a company'spe ph-eral vision need to be? For many busi-nesses,he statusquo isn t goodenough.Our sur:veyof global senior managersfound that 81%perceived their futureneed or peripheralvision o be $eaterthan their curent capacity. A surveyof qo corporate strategists conductedby the Fuld-Gilad-Herring Academy ofCompetitive Intelligence found thatfully two-thirds had been surprisedby as many as tftree high-impact com-petitive events n the past five years. naddition, 97%of the respondentssaidtheir companiesackedar early wamingsystem.This doesn't mean, however, thatevery company needs o boost ts surveil-lalce ofthe periphery. It's important tomatch capability with need. Compariesin complex, npidly changing envfuon-ments require well-developedperiph-eral vision; those in relatively simple,stable envfuonmentshave essofa need.In fact, companies that have too muchperiphenl vision canend up being neu-rotic, wasting resouces by focusing onunimportant signals. To assess ourcompany's need ald capability for pe-dpheral vision,see he exhibit "How IsYour Peripheral Vision? A Stategic EyeExamJ')

once an organization has defined thescope of the peripheral vision it needs,

it then must determine how to scanwithin this field ofvision. What are thequestions t should ad&ess?Asking he RightQuestionsWhen a companyexamines ts ma inareasoffocus, its questionsare targetedand the answers precise: What is ourmarket share?What are our profits?Have oul sales olumes ncreased?Whatis our employee umover? What are ourrivals up to?

But hequestions sed o examine heperiphery need to be much more open-ended and the answe$ far lessprecise.For example,aspart ofjohnson & John-sor-sstrategyprocess,he organizatio!-sexecutive committee and members ofa strategy task force asked hemselves,Whatwill the demo$aphics of 2o1o ooklike? What will a typical doctor's ofncelook like? what role will governmentsplay?What role will payers play?The following questions can helpguide scarce carling resources o thoseplacesmost likely to reveal hidden op-portunities or threats. The questions,tested n more han 50strdtegy evelopment sessions nd sfiategypostmortemsglobally, are organized around the past,present,ard futue. This has proved tobe a natural and thorough way to coverthe vast terain.Learning from the Past.While thepastmaynotbe the most eliable redic-tor of the futue, it car point out blindspots in your company or industry, aswell as lessons rom other industries.Ttose who fail to leam these essonswill be slow to see uture oppor:tunitiesand hreats.

Whst havebeenour pqstblind spots?Whot s hoppening n theseoreqsnow?Start a few decades ack and systemati-cally list all the social, echnological,economic, environmental, and politicalchanges that occufied in and aroundyour industry. lvhich onesdid manage-

ment miss that have had major conse-quences or the organization? The pur-poseof this profiling is to seehow wellyour company has responded to exter-nal chalges (were you behind, abreastof, or ahead of them?) and to identifypersistent blind spots in certain areas.Maybe you were well attuned to politi-cal changes, or instance,but repeatedlymissed key competitive developments.Consider DuPont's experience n the199os.Early n the decade,DuPont exec-utives began seeing a disturbing pat-tern of slowedgrowth across ts busi-nesses,n the old stalwarts like Dacronpolyester and in newer businesses uchas nylon engineedng resins. As salesdeclined ard competition intensified,large segmentsofthe markets for thesebusinesseswere unwilling to pay apricepremium for DuPont's superior prod-ucts.Eachof DuPont'sbusinessesnde-pendently ecidedofocuson themoreprofitablehigh endsoftheir markett con-ceding he ow-pricemarket' o new i-vals eme ging ftom the pe iphery. Theselow-end entrants were able to parlay in-creased olume into ever lower costs.DuPont's systemicmyopia about thesignificanceof low-end competito$, andits resulting strategic retreats from mar-kets, ed to sagging capacity utilizationald increased unit costs.This, in tum,made the company even more wlnera-ble to low-pdce competition. To lealnfrom the past and better prepare forfurther attacks flom below a goup ofbusinessmalagers got together to evaLuate this new threat and the company'ssuccessful nd unsuccessfulesponses.As they came to understand the threatand why the multiple businessunitshad missed t, they developed rocessesfor anticipating low-end competitiveLhreatsarlyand or deveopingpreemptive strategies.This group of managersbecame he nucleusof an oryanization-wide leaning network that went on to

GeorgeS. Day ([email protected])s the Geoflrey T.Boisi Professorof Marketing and codirector of the Mack center orTechnologtmlnnovatlon t theUniversity JPennsylvanla\WhartonSchooln Ph adelphia. [email protected])s the ounderand chairman of DecislonStrategiesnternatlonal,a consulting nd training rm specializing nstrategtcmanagement, nd the research irectorof the Mack Center t Wharton,wherehe eachestrategy nd decisionmak[ng.Thelrbook,PeripheraT ision:SevenStepso SeeingBusinessOpportunitiesSooner, s orthcomlng n thespringof 2006romHarvard Business choolPress.HARVARD BUSINESS REVIEW


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S c a n n l n qh e P e r i D h e f v T O O L ( l T

Organizingor ScanningWhoseob s t to ask uestionsbout heperiphery?n many rganizations,he peripheryseverybody'sresponsibility-andobody's.here re everal ays ompaniesan ocusheireyes n hemargins ndcreateaccountabil i ty.ll ofthese ays,t muit beemphasized,tartwitha mandaterom he op.. Assign the responsibility to an existing fun


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identi$rand eliminate he root causesof the company's ollectiveblind spot.ls there on instrudive analogyromanother ndustry?Ftrdananaiogousn-dustryor marketsituationwherecom-panieshavebeen blindsided tom theperipheryor haveexploitedan emerg-ing opportunity. Considernanotech-nology.This emerging echnologyhasshownabundant romise-asdidgenet-ically modified oods n Europebeforeactivistsanred the fearsof consumersand retailersbegan esisting.What cannanotechdevelopersearn from thecMO (geneticallymodified orgalism)debacle? he potential social, egisla-tive, and ethical ssues ised by nanGtechnology have some similarities tothose hat havebedeviled MOs.Preliminaryoxicitystudieq orexam-ple,havealreadyaisedalarmabout hepossible ealth hazardstom nanopar-ticles.What's more, he potential useof nanotech-basedensors nd fiacersfor food abeling aises rivacy oncemsAnd nanotech developersare large,global firms whosemotives are oftenregardedwith suspicion a fact thatcould be exploited y activistsryingto atffact media attentionand fnanc-, ng. Finally, here are no uniform rulesgoverning he releaseand control ofnanomaterials, hich could nvite scru-tiny and egulatoryove$ight.Theoppositiono cMOs ook root inlargepart becausehepubliccouldeas.ily imaginecMO hazards ut couldnotsee learbenefits iom the technology.It follows hat if the nanotech ndustryexpectsconsumers o acceptdsks, tmust also demonsfiateangible bene-fits.Are here analogieso the ntroduc-tion of other conffoversialechnologies,suchas nuclearpower, hat might alsobe nstructiveor nanotechlology? rethereanalogieso technologieshat wercmoresuccessfi.r1,uchas he biotechandPC revolutions?Searchingor suitableanalogies elpsmanagers ee heir situ-ationsfuoughnew enses ndcal revealunexploredisksandopportunities.Who nyour indusw isskilledotpick-ing upweaksignals nd oding on themahead oJ everyone /se? f an organi-zation n youl industry has epeatedly

doneagoodob of detectingandactingon signals rom the peripherybeforeothers, oumaywant to emulatesomeof tspractices. idyourcompetitor uc-ceedbecause omekey leadersaskedthe ght questions,r did theorganiza-tiofs lalowledgemanagement ystemflag unusualoccurrences?or example,AnheusrBuschasoneofthepioneersin the low-carb category, aunchingMichelob Ulffa in September oo2. trapidly became he leader,capturing5.7% f the lEht-beermarketby March2oo4. hecompanyjumpedn hiswaveearly and rode the upsurgeof the low-carb end. Cooff n contasl didnt enteruntil March2oo4,whenMichelob ltrabeganerodingshare or Coo$ Light,18months behind Anheuser-Busch. henewCoorsbmnd,AspenEdge,was oolitde, too late,despite he compaly'sg3omillion investment n the launch.Saleseaked t usto.4% fthebeermar-ket n ruly 2oo4beforesliding.What did Anheuser-Busch ee hatCoorsdidn't?Although the conceptoflightbeers adbeenarould for decades(Anheuser-Buschirst began consider-ing lower-calorie eers n the early196os), ompany esearchn the 198osshowedhat consumers ould be nter-ested n a "healthier"beer.over theyea$, he companydiscussed varietyofways o create uchaproduct,nclud-ing addingvitamins.so when he low-carb trend emerged, he groundworkAnheuser-Buschas alreadydoing al-lowed t to pickup the ow-carb ignalata time when other brewerswerepro-moting tleir beers'brand associations.Benchmarking gainst he past s atbest a stafing point,a way o catchupand cduce oul ulnerability o surpdses.But to truly benefit tom the peripheryin a competitive ense,ou will alsoneed o examinehepresent nd lrtule.Examining he Present.Researchshows hat we filter and ignore largeamountsof information hat reachoursenses. hile this filtering often servesuswell by cutting through the clutterof irrelevantstirnuli, t cal alsoexcludeessentialnformation tom ourpercep-tion. The followingquestionswill helpyou focuson important information

HARYARD USI NESS EVIEW


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thatyoumaybe missing syouevaluateyourenvironmenLWhatmportantsignolsoreyouraticnalizingaway?Neaiy all $fpriseshavevisible antecedents.However,peoplehave a powerfirl tendency to ignorewamingsignals hat contradict heirpreconceptions.Such rationalizationmay havedelayedMattel's ecognitionof the threat fiom the Bratz ine; thecompanymayhavebelievedts Barbieftalchise was nvulnerable.Similarly,Coo$ wasslow o react o the ow"carbdiet revolutionbecauset failed o con-sider hat a diet tlend couldbe mpor-tant in the alcoholic-beveragendustxy.And the assumptionhat falling foaminsulation posedno serious lreat tothe space huttle-anattitude he Colum-bia Accident nvestigationBoardcalledthe"normalizationof deviance"-unfor-tunatelyhadcatashophicesults.In assessinghecurent enviroffnent,managersmust sepajatesignals romnoise. t is not pmctical or themto as-sess achweak signal,and there is nosimple forrnula for sharpening ntu-ition. But managers houldentertainthe notion that they aremissingmpor-tant signals, eek nsightsabout thosesignals hroughout the organization,and make important judgment callsaboutthedegeeofattention hesignalsdemand.Managersshould nvite em-ployees ndseniorexecutives,swell asthoseoutside'thecompanywho canoffer relevant perspectives such aschannelpartners, endors, nd ndustrymavens to identi$ signals lat maywarrant a closer ook. (For example,the rise of the Atkins diet book on thebestsellers'listmight havebeena signalthat Coo$ employees r others couldhavebrowht to management's tten-tion.) Theemphasis houldbe on devel-opments hat areoutside he organiza-tion'smain areaof focusbutpotentiallythreatening o the core.But how do you identi$ importantsignals? goodway,we've oun4 is toselect signaland ast-forwardts devel-opment using scenarioplalning orother futue-mapping techniques.Forexample,we useda scenario-planningDrocessn the fimeral services usinessNOVEMBER20O5


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T O O L K I T . S c a n n i n gh e P e r i p h e r yto systematically identify a variety ofweak signals that could transform thebusiness. his industry which consistsof small local funeral homes andcorporate entities that operate hundreds offuneral parlors across he country facesa large number of uncertainties. Therehasbeen an ncrease n cremation,a shiftftom mounning to celebrating life, moreremote service participation via videoor the Intemet, and a tendency to un-bundle services such as casketviewingand budal) with separatepricing ofcomponents.The implications of theshift toward celebrating life, for exam-ple, could change the role of a funeraldirector from one who dircfsa conven-tional fureral service o one who/dcili-tates a highly personalized ceremony.Though funeral directors suely areawareof life celebration memorials, it'seasy o see how this weat signal couldbe rationalized away by a professionalwhose mental model ofthe businessas-sumes that funeral activities revolvearound mouming. To identiry t}le rele-vant signals, he National FuneralDirec-tors Association nvited about 80 peopleto spend wo days n a scenario-buildingworkshop to map trends ard uncertain-ties in their business.The participantswere then asked o examine which com-binations of these hends and changesmight alter the playing field. The com-binations varied by region and market,but each tmeral dircctor left with a clearlist of signals o monitor in his or her lecale,As a result of this exercise,or exam-ple, one director of a Broup of funeralhomescreated a new'family life center,'designed or more personalizedmemGrial services. t inte8rated a sGinch, flat-screen elevision to display photos ardvideos during the service and live videosheamingover the Web o allow remoteparticipants to watch and send e-mailcomments n real time ftom anywhere nthe world. The flmeral home also hiredan eventplanner to support customizedmemorial services.Whqtqreyour maverick and outlierstrying to tell you? Most organizationshave maverick employeeswith insightsabout the periphery,but they rarely tapthese ndividuals. Find informed people,

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either inside or out, who reiect the con-ventional wisdom aboutyoul businesses.Maybe they are congenitally unhappywith the direction of the business, rmaybe they are talented outliers withinsights into new customers and tech-nologies }lat give hem an dea or a newbusiness.What shifting winds are theyfeeling that the rest ofthe organizationis missing?As Andy Crove notes n hisbook Only the Parano[d Survive, hese

ularly cheerful. This weak signal, whichwould have remained isolated at theperiphery in many organizations, wasbrought to the attention of malagersinvolved in the t al by the secretarywho recognized ts potential signifi-cance.Through chance and further re-search, he company discovered hatthis new drug was, n fact, an effectivetreatment for depression.Organon suc-cessfully eveloped he drug and, n1974,marketed t asTolvon.There are many other examples ofaccidental drug discoveries n the phar-maceutical industry, from AlexanderFleming'spenicillin to Pfizer'sVia$a.Interestingly, Fleming discovered hepenicillin mold in 1928,but he didn'tfuUy grasp its significance. It was notuntil 1938,when Oxford Universitypa-thologist Howard FloreyhappeneduponFleming'spaper, hat penicillin's truevalue was appreciated. And it was an-other three years before Florey's team

Mostorganizationsavemaverick mployeeswith nsights bout heperiphery, ut theseindividualsare rarely apped.mavedcks usually have a difficult timeexplaining their visceral feelings to topmanagement, who are usually the lastto know.It is also critical to talk to the rankand file and listen carefully to whatthese employeesare saying.Wisdomdoesn't always low from the top down,of course, and so istening for weak sig-nals from within the organization isimportant, too. Effective leaders havewide intemal as well as extemal net-works, Some CEOS,or example, sched-ule periodic meetings with employeesmultiple levels below them specificallyto listen for weak signals.Considerhow drugmaker Organonrecognized he potential for a new anti-depressant. he clinical trials for thecompany'snew antihistamine failed toprove its effrcacy as a treatment for hayfever andother allergies.But a secretaryhelping to administer the trials notedthat someofthe volunteers werepartic-

completedhuman ests hat revealedpen-icillin's astonishing therapeutic power.The weaksignalFlemingpickedup wentunexploited for more than a decade.

Whot are peripheral customerc ndcompetitors real y th nki ng? Most maI'-agers eel they have a good gdp on therealities of their markets, but they areusually ocusedon their cunent customerbasemther than the broader pool of allpotential customers.Natually, they areespeciallyattentive to the custome$ con-tr ibuLinghe most o currenteamings.But there's much to be leamed fromcomplainers and defectors.Both goups

are expressing-albeit in different ways-that yofre not meeting their needs.Askyourself why you are losing customem.This is a fertile sourceof insights aboutthe pedphery, incemost companies x-pedencebetween12% nd 18%chuml'or defections, achyear.Lost-saleseports and postmortemson conftacts won by competitors can be

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T O O LK l T . S c a n n i n gh eP e r i p h e r yrevealing,but only if those doing thepathology are open to digging deeplyand shadng their leaming. organiza-tions alsoneed o encourage ustomer-contact people to share insights aboutcustomerdissatisfactiontom their di-rect interaction with the market, Com-paniescan also eam about customerdissatisfactionby monitoring blogs,chatrooms, and Web sites,suchaswww.ihatemicrosoft.com, devoted to panning aproduct or company, By trolling Inter-net chat rooms, or instance, rocter&Gamble discovered unsubstantiatedrumors n December1998hat its fabricdeodorizer Febrezewas hamful to pets.The company responded immediately,gathedng support from the AmericanSociety or the Prevention of Crueltyto Animals and other respected au-thorities to defuse he rumor and averta arge-scale onsumerbacklash.By focusing only on direct rivals,companiesmay obscure ess rnmediatethreats rom the periphery. n industryafter ndustry,tom air l ines ndchemi"cals o mainframes, he long-run threatshave typically come from those compa-nies that offer cheaper rather thanmore sophisticatedproducts or services(as DuPont's experiencedramaticallyshows). he real competition or UnitedAirlines, or example,proved o be re-gional playerssuch as Southwest ratherthan the other legacy airlines such asAme can. ncumbents should askwhatlow-endproducers ould enter theirpdce-sensitivemarkets ftom the periph-ery. Similarly, managersshould askwhatthreatening moves their businesspart-ners might be making. Can they inte-grate forward or baclffard?Envisioning New Futures,Askingquestionsabout the past and presentprovidescrucial information but onlya partial pictue ofwhat liesahead. hefollowing questions ocus specificallyonthe future and so provide further guid-ance about how to effectively scan heperiphery oday.

Whotfuture surprisescouldreolly hurt(or help) us? Start by asking yourself,What future surprises might affect ourbusiness n the same way that signifi-canL astsurprises dve? or example,n

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fnancial sewices,what changewould beasbig as he introduction ofcredit cardsor the repeal ofGlass-Steagall?fyou arein a business elated o home cooking,what inventions could rival the intoduc-tion of the refrigerator or microwave?Sometimes managerspicture an ide-alized future to envision the surpdsesthat could give rise to it. In the 197os,researche$at Bell Labswere asked oimagine that the entire Bell phone sys-tem had been destroyed. They werethen challenged o envision the tele-phone of the future without worryingabout presentconstaints or limitations.Unshackled rom the past, he groupdreamedup features uchasvoicemail,call forwarding, automated dialing,and voice commands.Although we takethese features for granted now, theywere adicalconcepts t he time.Theseideaswent far beyond what AI&T knewhow o de ve r,but hey becamethenspi-ration for developing new capabilities.Managers an also evealweak sig-nals by asking themselves how theywould attack their own businesses sa new market entrant, either by settingup an intemal team or bdnging in out-siders,Recently, team of consultantsimagined a new-generationcar companyby challenging he car ndustry's conven-tional approach. n effect, t imagineda next-genention camaker that wouldsell mobility, not vehicles.This "virtual"carmaker would outsourcealmost allactivities, iom design o logistics o leas-ing to service.Partswould be made bya network ofsuppliers in low-wagecoun-tdes. Assemblywould be done in micrGfactories that would distribute low vol-umesof carsascloseaspossibleo thelocal market. The compaly would leasethe ca-rso customers and retain owner-ship for the life of the vehicle. Elementsof this model - weak siglals - alreadyexist n avariety of industries.whot emerging technologiescouldchangethegqme?companiesareprofl-cient at tracking developments in exist-jng technologieshat couldaffect heirbusiness. ut this focus can deflectat-tention from emerging technologiesthat could be important in the future.To track these innovations, Clay Chns-

\F8ii"iJi"i'Vision?A Strategic EyeExam

Whetherourorganizationeedsbetter eripheralision ependsonyourcurrent apabilityor t aswellas ou rstrategy,he natureofyourbusiness,nd ou r ndus-try envjronment.he ollowingexam np.144 annerp ouassessou rorganization'see dan dcapacityor peripheralision:. Ask ahmember ftheseniormanagementeam o ta e heexam.' Have hemscore ach temfrom1 o 7.. Onp.148,ddup he otalsorsect ions, l ,andl l to ar r ive tascoreor"need."Addup sectionslV VVl ,Vll,an dVlll o arrive ta scoreor"capab lityl'. Look or differencesn scoresamon9ea mmemberS,ndd scus s hy hesemighthaveoccurred.. Arrive t a consensusn hemost ccuratecoresor'heed"an d capabil i ty"foryourorganzatton.' UsingTh ePeripheralisionScoring ool," etermine hetheryourofganizationsvulnerable,vigi lant,ocused,r neurotic.

You an eceiveenchmafkingdata bout ow ourscorescompare ith hose f more han150 ther ompanjesy akingth eelectronicersion fthissurvey t www.thnkdsi.com.

tensen has suggestedocusing on thecustomer conditions hat might ddvethefu development. These conditionsmay be signaledby the needsof threegroupsof customers:hose who areove$ervedand considerhe existing Glutions to be more than they need; hosewho areunderserved y hesesolutions;and those on the fringe who lack theskills and resources o benefit fromthesesolutions. fthe music ndustry had

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.5 neditmarfmorepaksnukalkcevtuttarfmetsyS )metsyStnemeganaMegdelwonK(

A rednerthcoreslednhaditmarfmonoitamrofniptetilavK

atfohcogninkctdasnrgeB:gilDdardlf

1 2 3 4 5 6 7 bbanshcogninkctderB:tkrmUgniretadppu

B resnrgaksirotasinagrorevnoitamrofnistkismarfllitgnglliT

motehnetevdemdasnrgeB:gilD tgilgngllitsnnifmosdav 1 2 3 4 5 6 7 rmosdavlitrennkagnm:arB sadnvnanaktedruhhcotgilgngllit

C retehmaskrevednaretsixerfresabatadvagnindnvnA

dasnrgeB1 2 3 4 5 6 7

ednattafmO

D sylanarfgalrednumosresabatadadnvnattarfkinkeT

adnvnattarvshcodardlrF1 2 3 4 5 6 7

adnvnattattlhconredoM

latoT

terstll formulret

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11/12

gnilkcevtuigetartsrfssecorpstegaterF.6

A )retehgiljmagilkrevxet(reigetartsednarecuderstehreksovatehnerafrE

dasnrgeB1 2 3 4 5 6 7

ednattafmO

B negnilkcevtuigetartsidtsmoskinket-eiranecsvagnindnvnA

girdlA1 2 3 4 5 6 7

atfO

C srentrapstebramaslatnA

F1 2 3 4 5 6 7

agnM

D tetilibixelfstetebraigetartS

nalpditvadryts,letS1 2 3 4 5 6 7

drytsedner,lebixelF

E tetebrastkismarfrfsaregagnemosresruseR

arabregilgeN 1 2 3 4 5 6 7 edarecifilavkhcoarotS

F hcokinketynmoragninttafppullitretnerruknokhcorednuknrfnoitamrofnivanoitargetnIretkudorpaynvagnilkcevturfgnirenalp

noitargetniksidaropshcogilD1 2 3 4 5 6 7

darergetnitlehhcoksitametsyS

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noitasinagrO.7 )gnilppokretrfmetsyshcorutkurts(

A relangisagavsparegaerhcovaannkttarfravsnA

attedrfravsnarahnegnI1 2 3 4 5 6 7 nerftevignatgildytrteravsnA

ednankilrelleppurgtkejorp

B "sgninrawylrae"ppuagnfttarfrerudecorphcometsyS

sankaS1 2 3 4 5 6 7

tvitkeffehcoednattafmor

C netehmaskrevptevitkepsrepragdivmosmedllitgnilppokretednakrtsrfhcovitoM

sankaS1 2 3 4 5 6 7 hconegnindelnrftehmaskrmppU

ragninlebagildyt

latoT

0

0

terstll formulret


12/12

nerutluksnoitasinagrO.8 )nedneetebhcorelledomalatnem,ragniredrv(

A neditmarfmoretkishconoitamrofnigisllitatttapaksdereB

anssylttavaessertnitegnI:netulS1 2 3 4 5 6 7

anssylttatehgillivrotS:nepp

B nedankramnrfnoitamrofniardrofebradivttaretkatnokdnukdemeratebrademsohajliV

ajlivgavS1 2 3 4 5 6 7

ajlivkratS

C resnrgsnoitknufrevneditmarfmorepaksnukvagnildemrF

nadsrellhnehcoraV:gilDvljsgisrfnoitamrofni

1 2 3 4 5 6 7 allaisdirpsrepaksnuK:tkrmtUragnintkir

latoT

tatluserttiD

tevoheB

1

2

3

latoT

nagmrF

4

5

6

7

8

latoT

nlegepSstkismarF

061

041

021

011

001

08

06

04

02

02 04 06 8 0 001 021 041Fretagetsfrmga till Framsikt

Fretagetsbehov

avFramsikt

Farlig Framsiktig

Fokuserad Frsiktig

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0

0

0

0

0

0

0

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terstll formul

Klicka i den ruta som motsvarar kombinationen

av dina Total i resultatkolumnen till vnster.

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