The Three Horizons Explained

BizCheck Horizon positions your company within one of three clear stages of organisational maturity. Each stage tells you not only where you stand but also what to focus on next.

1. Start-Up (0–49 points) – Building the Foundation

At this stage, the organisation is fragile. Structures may exist, but they are incomplete, inconsistent, or dependent on individuals rather than systems. The company often works reactively, addressing issues only when they arise. Risks are high because governance, financial control, customer engagement, and HR practices are either missing or too basic.

Sub-categories within Start-Up:

Weak Foundation (0–24): Almost all areas are minimal. There may be no clear vision, mission, or financial tracking. Processes are ad hoc, and results are unpredictable. The business is in survival mode.
Foundation Emerging (25–49): Early signs of structure are visible. For example, a basic organisational chart or some form of customer engagement may exist, but they are not consistent or reliable. The business is still vulnerable to disruption.

Improvement priorities:

Formalise the company’s vision, mission, and governance systems.
Introduce basic SOPs, financial records, and customer satisfaction tracking.
Focus on stabilising operations before chasing growth.

2. Grow (50–74 points) – Developing Consistency

At this stage, the organisation is progressing beyond survival. Systems and strategies exist, and performance is more predictable. However, gaps remain in consistency, integration, and follow-through. Planning is visible, customer management is improving, and HR practices are better defined. The challenge is moving from partial adoption to organisation-wide maturity.

Sub-categories within Grow:

Early Growth (50–59): Basic systems are in place. For example, there may be a written strategic plan and some HR practices, but execution is uneven. Improvement depends on a few committed individuals.
Stable Growth (60–67): The company achieves more consistent results. Strategic plans are communicated, governance is clearer, and customer engagement is more systematic. Yet, benchmarking and risk management are still developing.
Advanced Growth (68–74): The organisation is approaching maturity. Systems are broadly applied, KPIs are used, and innovation is emerging. However, integration across departments is still incomplete.

Improvement priorities:

Strengthen integration across departments to avoid silos.
Move from ad hoc to systematic evaluation of results.
Begin benchmarking against industry peers to raise competitiveness.

3. Fly (75–100 points) – Achieving Excellence

At this stage, the organisation is strong, sustainable, and forward-looking. Systems are not only in place but continuously improved through innovation and benchmarking. Leadership is proactive, governance is transparent, financial controls are robust, and customer relationships are built on loyalty and engagement. HR practices foster talent development, and operations are efficient and resilient.

Sub-categories within Fly:

Low Fly (75–84): The organisation is mature in most areas but still refining integration. Improvements are happening, but not yet embedded across all units.
High Fly (85–92): Systems are advanced and innovation is visible. Benchmarking against industry leaders is routine, and customer loyalty is strong. The organisation is well-prepared for expansion.
Superior Fly (93–100): Excellence is embedded into the culture. The company is an industry benchmark itself, driving innovation, sustainability, and continuous improvement. Leadership succession is clear, and the organisation is resilient to external shocks.

Improvement priorities:

Continue embedding innovation into all processes.
Explore partnerships, technology adoption, or ESG initiatives to sustain long-term competitiveness.
Share best practices and position the organisation as a thought leader in its sector.

Three Horizons Overview

Horizon	Description	Sub-Categories	Improvement Priorities
Start-Up (0–49)	Fragile stage where systems are weak or inconsistent. Operations are reactive and heavily dependent on individuals. Risks are high, and performance is unpredictable.	Weak Foundation (0–24): Minimal structure, no clear vision/mission, ad hoc processes. Foundation Emerging (25–49): Basic elements exist (charts, simple processes) but lack consistency and reliability.	Formalise vision, mission, and governance. Introduce SOPs and basic financial control. Start capturing customer feedback systematically.
Grow (50–74)	Organisation is progressing, with clearer strategies and systems. Results are more predictable, but gaps remain in integration and consistency. Still vulnerable to silos.	Early Growth (50–59): Strategic plans and HR practices exist but unevenly applied. Stable Growth (60–67): Broader consistency, governance improving, customer engagement stronger. Advanced Growth (68–74): KPIs used, innovation emerging, but integration incomplete.	Strengthen cross-department integration. Move from ad hoc reviews to systematic evaluation. Begin benchmarking against industry peers.
Fly (75–100)	Mature and sustainable organisation. Systems are embedded, innovation is routine, and performance is benchmarked. Ready to scale and lead in its industry.	Low Fly (75–84): Mature but still refining integration. High Fly (85–92): Advanced systems, strong benchmarking, loyal customers. Superior Fly (93–100): Excellence embedded in culture, organisation sets industry standards.	Embed innovation across all processes. Expand through partnerships, ESG, and digital adoption. Share best practices and position as industry thought leader.