The Next Next Common Sense
Healthcare organization Kaiser Permanente implements this frame- work through its “Triple-Horizon Budgeting” process. Even during fi- nancially challenging periods, Kaiser maintains minimum investments in all three horizons—performance improvement (70%), care model in- novation (20%), and healthcare future exploration (10%). This structured allocation prevents short-term pressures from eliminating long-term in- vestments while ensuring sufficient resources for current performance. These structured approaches transform time horizon tensions from either/or trade-offs to both/and integrations, allowing organizations to perform today while building for tomorrow. The tension of individual and collective Complex organizations must balance individual development and contribution with collective coordination and identity—a tension that manifests in conflicts between personal autonomy and organizational alignment. Professional services firm McKinsey addresses this tension through what they call “aligned individuality.” Rather than subordinating per- sonal development to organizational needs or allowing individual pref- erences to fragment collective effort, they create systems that align in- dividual growth with organizational purpose. This approach produces what Managing Partner Bob Sternfels describes as “personal excellence in service of collective impact”—distinctive individual contributions that strengthen rather than diminish organizational coherence. Si nt rdui vcitduuraeld- caopl pl ercotai cvhe et es nfos ri omn sa n a g i n g
To help leaders navigate this fundamental tension more effectively, organizations implement structured frameworks that systematically align individual and collective needs:
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