Backstory
Great frameworks often evolve through practical application rather than emerging fully formed. The 4B framework is no exception. Its journey from concept to comprehensive planning tool offers insights into how real-world challenges shape theoretical models into practical solutions.
The framework began as 3B. I wrote about it in an essay on my blog: “3B [is] akin to McKinsey’s Three Horizons framework, which I have written about. The 3Bs stand for BAU (Business as Usual) Better, Boosters, and Breakthroughs. It’s an intricate balance of small changes and audacious bets on game-changing innovations. The first B (Better) is about making small, continuous improvements in the daily routine of business – akin to the Japanese idea of Kaizen. The second B (Boosters) is about creating some initiatives which can work to give a fillip to the business – this is ideally done by small cross-functional teams with a timeline that extends beyond the quarter. The third B (Breakthroughs) is about crafting a few 10X options that could pay off big: a new product, a partnership, or an acquisition.”
The first iteration proved valuable for my planning, offering a clear way to categorise initiatives across different time horizons and risk levels. BAU Better focused on incremental improvements in daily operations, Boosters targeted specific growth initiatives through cross-functional collaboration, and Breakthroughs aimed at transformational opportunities that could deliver exponential returns.
However, during a critical FY26 planning session, a crucial insight emerged: successful execution of any initiative—whether incremental or transformational—requires a solid foundation. This realisation led to the addition of B0 (Basics), transforming 3B into 4B. These “Basics” aren’t just prerequisites; they’re the design principles that underpin the entire framework’s success.
The framework’s evolution reflects a broader truth about business planning: without the right foundations—whether that’s having appropriate leadership in place, ensuring clear accountability, or maintaining operational hygiene—even the most brilliant strategies can falter. It’s reminiscent of how many startups learn the hard way that visionary product ideas mean little without basic operational excellence.
In practical application at Netcore, the framework provides clear growth targets across its buckets: B1 (BAU Better) aims for 20% growth through operational excellence, B2 (Boosters) targets an additional 10% through strategic initiatives, while B3 (Breakthroughs) focuses on potential 10X opportunities that could reshape the company’s future. This structured approach to growth planning helps teams understand where their efforts fit in the larger organisational strategy.
The addition of B0 represented more than just another category – it acknowledged that successful business transformation requires both solid foundations and ambitious aspirations. This balance between stability and innovation, between current operations and future opportunities, makes 4B particularly relevant in today’s business environment where companies must simultaneously maintain their core business while innovating for the future.
What makes 4B unique is its recognition that business initiatives aren’t just about timelines or expected returns – they are about building a comprehensive approach to growth that acknowledges the interdependence of basic operational excellence and transformative innovation. This holistic perspective helps organisations avoid the common pitfall of pursuing innovation at the expense of operational stability, or vice versa.
