Growth Strategy & Transformation
As large enterprises mature, growth starts to slow down, perhaps even flatten out while operational costs continue to increase particularly as they try to compete with new entrants into the market place and strive to keep margins high. Eventually negative growth may seep in, compounded by high burn rates which are then managed by tightening the belt, lowering budgets, having layoffs etc.
There needs to be a break in this cycle and it should extend beyond predictable/check-the-box tedious annual planning cycles and five year plans that leaders have become accustomed to but not inspired or energized by.
For future-forward organizations growth and transformation are a must and a key question is asked - how can large enterprises continue to grow while still maturing and running their operations?
Driving forward with intent
Growth Strategy & Transformation
As large enterprises mature, growth slows and flatten, while operational costs continue to increase particularly as they try to compete with new competitors in the market place. They struggle to compete and maintain margin. Eventually negative growth seeps in, compounded by high burn rates. This leads to a cycle of belt tightening, lowered budgets, layoffs, and limited investment in innovation.
This cycle must be broken, and it should extend beyond predictable/check-the-box tedious annual planning cycles and five year plans. This cycle does little to inspire or energize leaders.
For future-forward organizations, growth and transformation are a must. A key question is - how can large enterprises continue to grow while still maturing and running their operations?
Speed past your competition
Develop break-through concepts, build and deliver new experiences to radically disrupt markets.
Growth Strategy Transformation - GST
Approach
Observe people and the blend of human and digital dynamics using Jobs-to-be-Done and Decisions-to-be-Made which then translates into product and service offerings that have the highest impact.
New offerings to scale
Distinctly creative and strategic modeling process
Market analysis & segmentation
Knowing when to strike
Business & Financial Analysis
Ensure profitable and steady growth
Tech intensity & planning
Avoiding "shiny" objects and fads
Making it happen
Accelerated execution with minimal operations disruption
Very distinct from building in already successful markets, usually companies going this route are intentionally future forecasting and putting resources aside to market new offerings quickly. They are willing to challenge existing business models, recognizing the successes of the past do not guarantee their future. Instead, designing consumer back and tapping into new technologies to accelerate delivery.
Taking advantage of untapped opportunities, we use advanced analytics to understand “where” and “what” to target and also “when” and “how”, choosing where you have the best opportunity for success. Selecting a market, will it scale nationally to be a viable product or something that only works for that specific market? What are the demographics? What role does location play? What is considered unique for this market?
Survey existing assets to further leverage, make the future possible at the lowest cost, quickest speed and highest standard
The digital landscape has rapidly impacted the new normal and what consumers have come to expect is rapidly evolving. Knowing the technology to pair with the human experience with an appreciation for current company technical debt is an art. Understanding what technology to sunset, what to build upon and what to sequence to enable the consumer experience is essential otherwise it is a “drag” on the future innovation. Discerning “noise” from “signal” in the plethora of solutions and avoid going after “shiny objects” or fads will accelerate execution and shield from redundant technologies.
Unless implemented – all that is left is “innovation theater.” Moving from ideas to execution rapidly is our sweet spot. We help organizations bring to bear the resources needed to move to action. This usually involves rationalizing the agenda with key functional areas and bringing the enterprise to consensus quickly.
Tools
We pull from a variety of tools depending on the problem we are solving for e.g. Business Model Canvas for new venture design or Discovery Loops for rapid experimentation.
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Heart
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