Growth Management: Two Hats are Better than One

216 Pages·2009·2.928 MB·English

by  Andrew Lester (auth.)

Growth Management
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Growth Management
Two Hats Are Better Than One
Andrew Lester
© Andrew Lester 2009
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The author has asserted his right to be identified as the author of this work
in accordance with the Copyright, Designs and Patents Act 1988.
First published 2009 by
PALGRAVE MACMILLAN
Palgrave Macmillan in the UK is an imprint of Macmillan Publishers Limited,
registered in England, company number 785998, of Houndmills, Basingstoke,
Hampshire RG21 6XS.
Palgrave Macmillan in the US is a division of St Martin’s Press LLC,
175 Fifth Avenue, New York, NY 10010.
Palgrave Macmillan is the global academic imprint of the above companies
and has companies and representatives throughout the world.
Palgrave® and Macmillan® are registered trademarks in the United States,
the United Kingdom, Europe and other countries
ISBN 978-1-349-36723-8 ISBN 978-0-230-23356-0 (eBook)
DOI 10.1057/9780230233560
This book is printed on paper suitable for recycling and made from fully
managed and sustained forest sources. Logging, pulping and manufacturing
processes are expected to conform to the environmental regulations of the
country of origin.
A catalogue record for this book is available from the British Library.
A catalog record for this book is available from the Library of Congress.
10 9 8 7 6 5 4 3 2 1
18 17 16 15 14 13 12 11 10 09
C
ONTENTS
List of figures ix
List of tables xi
Preface xii
Acknowledgements xv
Part 1 The Business Perspective
Chapter 1 The Case for Growth Management 3
So what’s new? 5
This book 15
“Two Hats” in practice 16
Chapter 2 Defining Growth 19
Objectives 19
Defining growth 19
Definitions of growth and growth management 20
Part 2 Growth Management
Chapter 3 Organizing for Growth 25
Objectives 25
Getting focus and balance 25
Who should work on what 26
Different requirements in managing day to day
operations versus growth 31
Summary 38
Chapter 4 Implementing Sustainable Growth Management 39
Objectives 39
Getting started 39
Summary 48
v
vi Contents
Chapter 5 Identifying Growth Opportunities 50
Objectives 50
Identifying growth opportunities 50
Barriers to entry and exit 61
Competitor strategies and “war gaming” 62
Simple mapping 62
Summary 65
Chapter 6 Prioritizing Opportunities 67
Objectives 67
This is not just another simple prioritization task 67
Consistent criteria 70
Summary 72
Chapter 7 Controlled Creativity 73
Objectives 73
Structured timetable 73
Test assumptions and scoping 75
Controlled creativity 75
Some tools and techniques 82
Summary 84
Chapter 8 Proposition Plan 85
Objectives 85
Definition 85
What does a proposition plan do? 85
Constructing the plan 86
Working tool not shelf fodder 93
Formal review 93
Summary 94
Chapter 9 Take It To Market Plan 95
Objectives 95
Definition 95
Purpose of a Take It To Market Plan 95
The three key phases 99
Phase one: set up continued – translating
the proposition plan into activities 101
Phase one: set up continued – the
Take It To Market timetable 104
Contents vii
Phase one: set up continued – selecting
the implementation team 106
Phase one: set up continued – avoiding
the “Not Invented Here” (NIH) syndrome 107
Phase two: internal launch – establishing
the implementation team 108
Phase two: internal launch – what is
the objective of the internal launch? 109
Phase three: do it 110
Rules of engagement 117
Measuring success 119
Summary 120
Chapter 10 Growth Project Integration 123
Objectives 123
When to transition 123
The project itself 123
Mainstream business 124
External factors 124
So what is the problem here? 125
Getting started 128
Defining the integration activities and team 130
Managing customer expectations 137
Communication – at the start of the Integration Project 138
Managing the actual integration – KPIs,
controls and measurements 139
Post integration – feedback, learning and communication 140
Summary 142
Chapter 11 Embedding Growth Management 143
Objectives 143
The problem to be solved 143
Sustaining growth 143
Business emotional intelligence 145
Build from the Pilot: before defining new projects 147
Commercial feedback 148
Customer feedback 149
Competitor reaction 150
Communications feedback 151
Team dynamics 152
viii Contents
Organization feedback 154
Strategic fit 155
Celebrating success 158
Selecting follow-on growth projects 160
Tailoring and refinement of the tools and techniques 162
Ongoing growth management 163
Realizing shareholder value 164
Summary 166
Part 3 No Excuses
Chapter 12 Growth in a Recession 169
Objectives 169
Definition 169
The changed context: market and competitor economics 173
The changed context: psychology 181
Action: what to do differently with growth management 183
Why are recessions and tough times great for growth? 185
Summary 188
Chapter 13 You, Your “Two Hats” and Growth Management 189
Objectives 189
Definition 189
Complexity at work 190
You and your Two Hats 192
Your future value 194
Summary 197
Bibliography 198
Index 199
F
IGURES
1.1 The Two Hats: operations and growth 4
1.2 Cohort groups timeline 6
3.1 Split of who works on operations and growth 26
3.2 Timeframes: theoretical focus of work 27
3.3 Theoretical focus of work overlaid with
what happens in practice 27
3.4 Who works on what 29
3.5 Example: simple mapping of
decision taking – current operations 36
3.6 Example: simple mapping of decision taking – growth 37
4.1 Getting started: implementing growth management 41
4.2 Setting the scene internally: key steps in growth
management 43
5.1 Identifying growth opportunities 51
5.2 Ansoff Matrix 52
5.3 Relative competency matrix 55
5.4 Diagnostic Matrix: identifies gaps and
opportunities in current business 59
5.5 Competitor positionings 65
7.1 Developing ideas: 3 stages 74
7.2 Controlled creativity process stages 74
7.3 Supporting creativity 77
7.4 Controlled creativity – established tools and techniques 83
8.1 Proposition plan: example layout 88
8.2 UK Widget Market 90
8.3 Responsibilities by element of a proposition plan 92
9.1 Take It To Market Plan 96
9.2 Take It To Market: timetable 105
10.1 Existing mainstream business scale compared to
growth project scale 126
10.2 Dynamic view: mainstream business scale
compared to growth project scale 127
10.3 Initial actions: integrating the proposition 129
ix