In the Media

Growth through Strategy

What is your Growth Strategy: Local expansion? Accessing Asia? Going global?

Grow business or expect slow business

Strategy is not rocket-science or cleverness, it's about delivering sustainable growth. Without growth, your business viability and value could be at risk. Your businesses growth relies on you knowing your market, swiftly adapting to change and being nimble, innovative and progressive. The minute you switch into cruise mode, you are already being overtaken.

Are you a local player looking to grow organically or new entrant that is 'born-global'? Whatever your ambition, your strategy needs to fit where you are at on your growth curve and how high you want to reach. Whether you are planning to out-smart competitors with a technology-driven service innovation, or covertly sabotage their client-base by re-positioning your business as the near-perfect alternative provider with a massive price differential, you will need to match strategy and organisation capability. 

Growth curve movements enable strategy execution

As organisations set 'stretch' strategic goals (further along their growth curve) leaders must look to evolve organisational enablers to delivery the future state. Too often we see companies in pain because their culture, technology or processes are not aligned or have not adapted fast enough.

If you are frustrated with progress, don't rush to review your growth strategy. First check alignment on your growth curve. You may not necessarily have the wrong strategy, price or service range, you might just need to align organisation elements on your growth curve to deliver the strategy.

Growth interruption from failure to move all elements of the organisation along its growth curve concurrently is common.  Here is an example

An Mining Client: Failure to understand growth curve undermined strategy

One Australian global mining manufacturing client replaced a failed 'foreign direct investment strategy with a 'partnering strategy'.When challenges in meeting sales targets in North America and China arose once again, they called growthcurv's Managing Director for assistance in identifying the problem. She discovered the problem was not the strategy, it was a mix of production and other supply chain delivery issues. The underlying causes were deeply embedded assumptions of the home-country culture that conflicted with the values of the sales and client service teams in the northern hemisphere. 

'Old habits die hard' as they say, and while the agreed 'partnering strategy' and Partnership Agreement established new service delivery promises, these were ineffectively translated into operational improvements and or new performance standards back home in its Australian production units.

Tensions, silos and other divisive behaviours are well known signals that 'growth pains' exist; operational  inefficiencies that feature regularly in management reports are also signs that things are not in line with strategic pathways and promises.

Removing hurdles to growth requires you to know your growth curve.

To build your own winning strategy, contact us on the Growth Strategy enquiry line 
Call us on +61 2 9909 2506


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Bell Gully Buddle Weir, New Zealand

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GAB Robins Group, Switzerland


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