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7 Horizons: When Complexity Outruns Profit: A Map For Mid-Market CEOs
Paperback
Publisher: Independently Published
Published: Aug 6 2026
Pages: 414
Weight: 1.21
Height: 0.85 Width: 6.00 Depth: 9.00
Language: English
The fires eat profit, time, and attention - so you can't step away, your family gets the leftovers, and growth starts to feel like a threat, because growth multiplies the mess. Some owners grow anyway, and the mess scales faster than the profit.
Nobody ever drew the map of how a decision in one corner of the company starts fires in all the others. The 7 Horizons Framework draws it.
The premise is blunt: your org structure is not where you start - it's what you get. Customer pain enters the company and cascades through seven layers: the touchpoints that meet it, the deliverables that answer it, the processes that produce them, the support those processes need, the make / buy / outsource / automate calls underneath - and only then the org chart, which is the last thing you design, not the first. Get the order backwards (the way most companies do) and you spend your year firefighting structural decisions you made blind.
This isn't a motivational book and it isn't an MBA. It's a working method, drawn from 150+ enterprise implementations and three companies of the author's own - most of them built in Ukraine, where if your system needs stability to function, it doesn't function.
Who it's for: owners and CEOs of companies doing $10M-$500M, 50-500 people - past the point where you can hold the whole business in your head, not big enough to throw consultants at it. Who it's not for: early-stage founders still hunting for product-market fit, or enterprises that already have McKinsey on retainer.
After reading, you'll be able to:
- Trace a recurring fire back to the structural decision that keeps lighting it
- Draw your company as a graph - and spot the single points of failure before they fail
- Tell Buy from Outsource - a distinction that quietly costs mid-market companies more than almost any other sourcing mistake
- Understand what makes your company valuable to specific clients - and what would break first if conditions change
- Stop mistaking the org chart for the operating model
- Hand a successor a map instead of a decade of intuition locked in your head
One reason to read it now: AI is making individual capabilities cheap. Any single thing your company does, something can already do for less. What it can't copy is the graph - how your capabilities connect. In an AI market, the company that understands its own wiring wins; the one running on the founder's memory gets commoditized one piece at a time.
Most books hand you a framework to install. This one hands you a map and bets you won't like everything you see on it.
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