< PreviousCODEX CONTENTS Fourth Edition published May 2025. To request this Codex in an alternative language please contact the author. 22 ...WELCOME FROM THE AUTHOR 25...INTRODUCTION Learn about the contents of this Codex, its purpose, and how to use it. 28...GOVERNMENT INNOVATION Governments berate their inability to innovate at speed. In this section we detail the strategies that let you overcome challenges and innovate at or near the speed and scale of private organisations 38...CHINA CAPTURES THE VALUE CHAIN As leadership teams focus on building their own companies they should also be aware of how China’s is reshaping the future of global competition. 45...E X PLORER PROGRAM: GET STARTED This section introduces you to the ExPLORER Program. 61...PART I. EXPLORE 65...PART II. PREPARE In this section you will transform your company’s culture and lay the foundations to ensure this programs success. 68 ... Culture 70 ... Core Team 74 ... Plan 82 ... Purpose 90 ... Align 92 ... Assess 94 ... Communicate 96 ... Recruit 100 ... Briefing 104...PART III.LAUNCH In this section you create two teams - one to focus on disruptive innovation and the other to focus on primary and iteritive innovation. 109 ... PATHFINDER TEAMIt is this teams responsibility to develop disruptive breakthrough products and moonshots. 114 ... Discover 124 ... Experience 130 ... Reflect 136 ... Mindstorm 146 ... Test 158 ... Select 172 ... Pitch 180 ... Tear Down 186 ... Improve 192 ... Prototype 198 ... Debrief 204 ... Presentation 212 ... Transfer 220 ... PIONEER TEAM It is this teams responsibility to improve the competitiveness of your existing products. 226 ... Discover 236 ... Experience 242 ... Reflect 248 ... Mindstorm 258 ... Test 270 ... Select 284 ... Pitch 292 ... Tear Down 298 ... Improve 304 ... Prototype 310 ... Debrief 316 ... Presentation 324 ... Transfer 332...PART IV.ORGANISE Having transferred your new products to the business the business must align and organise itself appropriately. 336...PART V.REVIEW 340...PART VI.EXECUTE Build your go to market and execute. 354...PART VII.REPEAT 358...CONCLUSIONWELCOME FROM THE AUTHOR P EOPLE . P LANET . P URPOSE THE SKELETON COAST . NAMIBIA . 19.9873° S, 13.2605° E I chose this striking image to represent this section because in many ways it’s representitive of many of today’s realities: The Skeleton Coast is complex and unpredictable, but home to an amazingly adaptable ecosystem, yet it’s also representitive of the stark contrast between the have and have nots, those with water and other resources and those without, our increasingly polarised society, and even the contrast between our habitable blue planet and the desolation of space. The desert and the sea are also relentless, just like the human spirit, and given the right conditions they can overcome everything in their path, just as humanity can when we work together for the benefit of everyone to create a brighter future for all of us.complete “Journey Plan.” And so the inspiration for this codex was born - a battle tested A to Z that covers everything you’ll need to cross your own chasms. Designed from the ground up this codex is a guidebook that provides you with a single end to end framework, complete with resources and tools, that will take you from the blank sheet of paper that we had in that office that day to a fully launched competitive and scaled business, whether it’s in your existing markets or new ones. It also fills in a whole raft of blanks found in other books, such as how to excel at disruptive innovation, investment, product development, special company vehicles, and much more. Crucially it’s also based on my real world experience guiding some of the world’s most forward thinking, innovative, and valuable organisations into the future including ABB, Adobe, Adidas, ARM, Citi Group, Coca Cola, KPMG, Lego, Microsoft, Novartis, PepsiCo, Qualcomm, Samsung, Visa, and many others - even governments and royalty. However, as you read this copy of the codex and as the future evolves I’m constantly finding new and better ways to futureproof your companies so codex is constantly updated so you always have access to the latest thinking and best practices. Explore More, Matthew Griffin Founder 23311institute.com T HE FUTURE is ours to create and while we all have the responsibility to help create our preffered future its benefits must be accessible to everyone. For many of us though reaping the benefits of this future, whether those are cultural, economic, or social benefits, is a pipe dream. As a result I have made it the 311 Institute’s mission to democratise access to the future and support and amplify those who want to create positive change, which then brings me to the reason why this codex exists - to help each of you unlock your own potential and play your role in creating this fair future. The idea to first write this codex came from one of my early meetings with the Global Head of R&D at Shell in Canary Wharf in London whose remit was to “Disrupt.” Disrupt what or who and how though, well, that was the $100 Billion question. As we’re sitting in the office together on the twentieth floor discussing themes and opportunities he turns to me and says that once we’ve identified the areas to target the next problem to overcome will be “Crossing the Chasm.” In other words transitioning the company from its current state to its future state - something there isn’t a guide for. While there are thousands of books devoted to each of the different transformation areas - culture, execution and GTM, innovation and R&D, L&D, strategy, and so on - none give entrepreneurs and executives the What’s this symbol? Tell me and enter a draw to win $10,000 for your favourite charity.W ELCOME TO the 311 Institute’s unique leadership, innovation, and strategy guidebook. The only one of its kind this codex has been battle tested by the worlds most respected brands and visionary governments to help them future proof themselves and their countries even under the most arduous of circumstances. Designed to help people of all abilities, ages, and backgrounds launch and scale new products concepts and disruptive businesses this codex has two distinct segments that you can tap into. Firstly, there is the segment on Government Innovation . No strangers to bureaucracy, red tape, and the stale status quo we show them how to break out of this funk, rapidly transform themselves, and accelerate both their own rate of innovation and transformation and their countries. The second segment is the 311 Institute ExPLORER Framework itself, a literal A to Z disruptive leadership, innovation, and strategy program it serves a dual purpose. The first is to provide change makers within existing organisations with an easy to follow framework that helps them break free from their stale uncompetitive status quo and build disruptive products and market leading positions in both existing and new markets. And the second is to provide aspiring entrepreneurs with everything they need to turn a blank piece of paper into a market leading business. Never before has there been such a great need for organisations to adapt, and never before has there been so much market disruption or opportunity. Now though, for the first time, you have everything you need right at your finger tips to help you see it all, explore it all, and lead it all, so I hope you enjoy this codex and it brings you good fortune. INTRODUCTION 25311institute.comMATTHEW GRIFFIN 311INSTITUTE.com “ WHILE CURIOSITY , FEAR & MONEY MOTIVATE COMPANIES TO CHANGE THE FEAR OF LOOSING MONEY IS THE GREATEST MOTIVATOR . ” - Matthew Griffin, 311 InstituteGOVERNMENT INNOVATIONI N TODAY’S fast paced disruptive world it’s not only private organisations who are motivated to innovate and create the future, governments and the public sector, driven by the need to ensure the continued competitiveness and prosperity of their countries, regions, and people, are motivated too. However, unlike the private sector the public sector have a variety of unique challenges, goals, and responsibilities - some of which are outside of their control, some of which are the result of culture and management, and others that are simply the reality of public office and the sector. From the responsibility of having to enable and support the transition from the old world to the new world, to the challenges of office and the demands of different growth expectations, it’s fair to say that the public sector is a unique animal, so in this chapter I’m going to take a closer look at some of these topics and present ideas, points of view, and solutions that will help governments successfully navigate them all so they and their citizens can reap the future benefits. BRIDGING OLD AND NEW WORLDS As old industries are disrupted at an accelerating rate and new ones emerge one of the most important, but often understated roles of government is to enable and support the transition between the old world and the new world - or the old state and the future state. Naturally, not only does this mean that governments have to be able to forecast the future state, but it also means that they have to be willing and able to create and execute visions and take uncomfortable risks in order to ensure that their countries, regions, and citizens are at the forefront of those new trends and can benefit from them. The result is that they need to perform a complex balancing act between making sure government policies and regulations accelerate and enable the transition between old and new, that they have the appropriate resources and skills, and that the right funding, infrastructure, and support programs are in place. CHALLENGES OF OFFICE Next are the challenges, and as I have witnessed myself first hand, and as government ministers and government representatives around the world keep telling me the public sector is a literal 29311institute.comNext >