Skip to content
Lima Consulting GroupBusiness Model
Innovation Hub

ORIENT · EXPERIENCE MAP

Table of Contents

A compact directory of the AAHA business-model innovation journey, paired with a representative decision view from each section.

Journey area and purpose

Sections and pages

Representative deliverable

Portfolio Overview

Executive portfolio context, engagement evidence, and innovation foundations.

Executive Overview

Begin here to understand the portfolio, its evidence base, and the fastest path into the workbook.

HomeExecutive entry point, strategic growth ambition, and governed portfolio context.Portfolio OverviewEvidence, priorities, and decision architecture in one view.Table of ContentsComplete map of journey areas, sections, and pages.

Engagement

Use these pages to understand why the engagement was commissioned and how the workshop translated intent into decisions.

Strategy EngagementEngagement phases, deliverables, and governing workplan.Workshop StoryHow workshop evidence became decision-ready concepts.

Workshop Evidence

Trace the original questions, participants, activities, and evidence that shaped the opportunity portfolio.

Workshop EvidenceWorkshop ObjectivesQuestions and outcomes the workshops were designed to address.Questions That Moved the RoomPrompts that exposed assumptions and advanced decisions.From Workshop to PortfolioHow workshop evidence became structured portfolio candidates.ParticipantsRoles and perspectives represented in the engagement.Room in ActionCollaboration patterns and working moments that shaped the portfolio.

Engagement architecture

Review the workplan, outcomes, responsibilities, and decision gates that governed the engagement.

Engagement PlanPhases, deliverables, responsibilities, and decision gates.Engagement ObjectivesIntended outcomes and success conditions for the engagement.

Stakeholder evidence

Connect portfolio ideas to stakeholder conditions, needs, observations, and desired progress.

Ecosystem PersonasStakeholder ecosystem, field conditions, needs, and desired progress.Stakeholder EvidenceObservations and source evidence supporting stakeholder needs.Evidence ExplorerWorkshop evidence by stakeholder, theme, opportunity, and source.

Innovation toolkit

See how innovation lenses expanded concepts beyond products into experience, process, channel, and business-model choices.

Ten Types of InnovationInnovation dimensions used to broaden opportunity concepts.Sample Innovation PlaysIllustrative combinations of innovation dimensions and portfolio moves.AAHA Innovation TacticsTactics most relevant to AAHA’s opportunities and position.Innovation ExplorerOpportunity set through multiple innovation lenses.DifferentiationWhere AAHA can create distinctive value that is difficult to replicate.

KEY DELIVERABLELCG methodologyDISCOVERDESIGNDEFINEBUILDOPTIMIZEOpen this view

The Imperative to Change

Strategic direction, source evidence, SWOT/TOWS, and market context.

Strategic direction

Anchor portfolio choices in AAHA’s strategic direction and the evidence used to translate strategy into action.

Strategic PlanPurpose, goals, initiatives, principles, and moments that matter.SWOT & TOWSTraceable strategic evidence and action-to-portfolio crosswalks.

Strategic plan reader

Read the strategic plan as a decision source: purpose, moments that matter, goals, initiatives, and governing principles.

Strategic Plan ReaderSource structure, commitments, and decision implications.Purpose, Mission & VisionTrue-north language guiding portfolio choices.Moments That MatterStakeholder moments where AAHA can create differentiated value.Three GoalsStrategic goals organizing the portfolio’s intended outcomes.Seven InitiativesInitiatives connecting direction to coordinated action.Guiding PrinciplesPrinciples constraining opportunity design and activation.

SWOT evidence

Move from traceable SWOT evidence to TOWS actions, warning signals, and portfolio implications.

Combined SWOT BoardConsolidated strengths, weaknesses, opportunities, and threats.Theme EvolutionHow evidence themes changed and matured through the engagement.TOWS Action LocatorActions created by combining internal and external conditions.Regression WatchWarning signals that could weaken portfolio progress.Source ImagesOriginal visual evidence supporting the synthesis.Evidence ExplorerEvidence behind SWOT themes, TOWS actions, and implications.

KEY DELIVERABLEThree strategic goals010203Open this view

Market Opportunity

8484 market context, value pools, reachable opportunity, portfolio mix, and five-year direction.

Market Opportunity

Understand the market layers, value pools, whitespace, and mix implications informing opportunity size.

Executive OverviewCommercial opportunity, concentration, value pools, and desired mix.Executive ReadoutMarket implications, portfolio choices, and leadership questions.Revenue Mix ExplorerInteractive current-to-target business-unit mix comparison.Eight VerticalsEight business-unit value pools and portfolio roles.TAM / SAM / SOMTotal, serviceable, obtainable, and current market layers.Five-Year PortfolioIllustrative portfolio evolution through FY2031.MethodologySources, definitions, calculations, assumptions, and limitations.Market Flow & WhitespaceMovement of value and credible whitespace for AAHA.

Feedback comparisons

Review market sizing, business-unit economics, revenue mix, methodology, and leadership implications.

Executive Overview · FeedbackRetained comparison route for review; not a production release gate.Executive Readout · FeedbackRetained comparison route for review; not a production release gate.Revenue Mix Explorer · FeedbackRetained comparison route for review; not a production release gate.Eight Verticals · FeedbackRetained comparison route for review; not a production release gate.TAM / SAM / SOM · FeedbackRetained comparison route for review; not a production release gate.Five-Year Portfolio · FeedbackRetained comparison route for review; not a production release gate.Market Flow & Whitespace · FeedbackRetained comparison route for review; not a production release gate.

KEY DELIVERABLEMarket opportunity mixOpen this view

Opportunities & Decisions

Decision criteria, opportunity evidence, prioritization, and portfolio cards.

Decision system

Learn how the twelve criteria and the Effort/Impact view convert evidence into comparable decision signals.

Decision CriteriaThe twelve-criterion decision language and stakeholder weighting.Effort / Impact MatrixCanonical filterable matrix for prioritizing opportunities.

Criteria weighting

Understand criterion definitions and how stakeholder weighting choices change priorities.

Weightings & DescriptionsDefinitions, scoring anchors, source signals, and weights.Compare Stakeholder WeightingsHow weighting choices change scores and priorities.

Opportunity set

Scan the governed opportunity inventory, compare cards, and return to original workshop evidence.

Opportunity Library · Version AOriginal workshop-canvas and service-offering library.Opportunity Library · Version BHighcharts opportunity-radar gallery.Portfolio CardsDecision profiles, evidence, economics, and activation details.Workshop PhotosOriginal canvas imagery and transcription review status.

Card detail

Inspect one opportunity’s score, stakeholder value, evidence, economics, assumptions, and activation posture.

OverviewExecutive summary and posture for an individual opportunity.Decision Profile · Version AOriginal rationale, scores, assumptions, risks, and posture.Decision Profile · Version BHighcharts decision-profile radar.Canvas EvidenceOriginal workshop language, images, and source material.ActivationOwner, pilot, dependencies, measures, and validation plan.

Photo evidence

Review full-resolution workshop imagery and the transcription evidence tied to each canvas.

Workshop PhotosFull-resolution imagery, identifiers, and transcription status.

KEY DELIVERABLEEffort / impact matrixBIG BETEASY WINMONEY PITINCREMENTALOpen this view

Scenarios & Forecasts

Build scenarios, compare business-unit mixes, and test portfolio economics.

Scenario planning

Build and compare alternative portfolios while preserving the source and identity of every selected opportunity.

Build PortfoliosSelect up to sixteen opportunities and allocate across eight markets.Compare ScenariosCompare Portfolio 1 and Portfolio 2 before forecast handoff.

Financial model

Test the financial path from top-down ambition to bottom-up opportunity economics.

Scenarios & ForecastsBuild scenarios, compare business-unit mixes, and test portfolio economics.

Portfolio direction

Compare desired and modeled mixes, enabling capabilities, selection choices, and scenario distinctions.

Desired vs Forecast Portfolio MixGap between desired mix and modeled outcome.Transformation FoundationCapabilities, dependencies, and enabling investments.Opportunity SelectionOriginal portfolio-selection handoff.Opportunity Selection · Version BHighcharts opportunity-selection landscape.Scenario Planning · X vs YChoices and assumptions distinguishing two scenarios.

Revenue assumptions

Inspect the price, volume, adoption, retention, timing, confidence, and sources behind revenue forecasts.

Revenue assumptions by selected opportunityPrice, volume, timing, adoption, confidence, and source.Projected Additional Revenue from Existing CustomersPenetration, expansion, and retention of current relationships.Projected Additional Revenue from New CustomersAcquisition, conversion, timing, and revenue contribution.Projected Additional Revenue Based on Reduced ChurnRetention assumptions and associated economic contribution.

Cost and forecast

Review revenue, inventory COGS, SG&A, efficiency, and cost-neutral timing without conflating financial categories.

COGS and SG&A assumptionsInventory COGS, SG&A, other costs, and management assumptions.Revenue ForecastOriginal modeled path by year and growth source.Revenue Forecast · Version BHighcharts core-plus-uplift planning scenario.Sales, COGS & SG&AOriginal revenue and explicitly classified cost structure.Sales, COGS & SG&A · Version BHighcharts revenue and cost comparison.Efficiency gainsTiming, source, confidence, and modeled financial effect.Getting to cost neutralConditions and timing required to cover incremental cost.

End-state economics

See the modeled destination portfolio and its consolidated revenue, cost, investment, margin, and timing.

End-State Portfolio MixModeled destination mix across eight markets.2031 opportunity economicsConsolidated revenue, cost, investment, margin, and timing.

KEY DELIVERABLEPath to $24 millionOpen this view

Financial Performance

Historical revenue, cost structure, concentration, and financial trends.

Historical evidence

Ground future choices in AAHA’s historical revenue, expense, concentration, and surplus or deficit trends.

Financial PerformanceHistorical revenue, cost structure, concentration, and financial trends.Financial History · Version BHighcharts 2011–2025 revenue, expense, and surplus/deficit.

KEY DELIVERABLEHistorical performanceOpen this view

Measurement & Governance

Stakeholder outcomes, measures, source governance, and decision controls.

People & outcomes

Connect stakeholder needs to enterprise outcomes and the measures used to monitor progress.

PersonasStakeholder needs and connected business model opportunities.Balanced ScorecardStrategy-to-measurement logic across financial and operating outcomes.

Governance

Verify source ownership, approval status, data quality, and the documents supporting portfolio decisions.

Supporting DocumentsGoverned links to source documents, models, and references.Data StatusApproval, quality, ownership, and integration readiness.

Governance tools

Maintain governed criteria, scores, evidence, and portfolio definitions through controlled editing tools.

Canvas EditorComplete and standardize the governed canvas fields that drive every dimension and filter.Criteria EditorCreate a device-local weighting profile and test it against the criterion set.Compare Stakeholder WeightingsSee how the governed weighting profiles differ by stakeholder.

KEY DELIVERABLEGoverned scorecardFFinancialSStakeholderOOperationsLLearningOpen this view