organic growth is the lifeblood of all
enterprises more so for SMEs. But many
internal and external factors conspire
to make organic growth challenging.
Internally, well-intentioned choices
on performance measures, incentives
and goals, as well as organizational
structure and culture, can backfire
and limit a company’s ability
to grow. Externally, changing customer
needs combined with relentless competition
make profitable growth opportunities
hard to find and even harder to capitalize
offerings at a glance...
We help companies accelerate profitable
organic growth by assisting them with
market definition and segmentation,
marketing effectiveness, new product
development, new market entry and building
growth capabilities. The benefits of
our approach include :
routinely squander their most precious
resource--the time of their top executives.
In the typical company, senior executives
meet to discuss strategy for only three
hours a month. And that time is poorly
spent in diffuse discussions never even
meant to result in any decision.
The price of misused executive time
is high. Delayed strategic decisions
lead to overlooked waste and high costs,
harmful cost reductions, missed new
product and business development opportunities,
and poor long-term investments. But
a few deceptively simple changes in
the way top management teams set agendas
and structure team meetings can make
an enormous difference in their effectiveness.
Efficient companies use seven techniques
to make the most of the time their top
executives spend together. They keep
strategy meetings separate from meetings
focused on operations. They explore
issues through written communications
before they meet, so that meeting time
is used solely for reaching decisions.
In setting agendas, they rank the importance
of each item according to its potential
to create value for the company. They
seek to get issues not only on, but
also off, the agenda quickly, keeping
to a clear implementation timetable.
They make sure they have considered
all viable alternatives before deciding
a course of action. They use a common
language and methodology for reaching
decisions. And they insist that once
a decision is made, they stick to it
– that there be no more debate
or mere grudging compliance.
Once leadership teams get the basics
right, they can make more fundamental
changes in the way they work together.
Strategy making can be transformed from
a series of fragmented and unproductive
events into a streamlined, effective,
and continuing management dialogue.
In companies that have done this, management
meetings aren’t a necessary evil;
they’re a source of real competitive