Growth Insights for CEOs

How Platform Capabilities Sustain Business Growth

Posted by The Chief Outsider

If you have been following this series of articles on sustainable business growth, you know that we have arrived at our fourth topic: Platforms.  If you missed the previous articles in the series, you can read Article 1 (The Difference Between a Growth Plan and a Growth Engine), Article 2 (Best Practices in Processes) and Article 3 (People and Organizational Best Practices).

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How People and Organizational Capabilities Sustain Business Growth

Posted by The Chief Outsider

If you have been following this series of articles on sustainable business growth, you know that we have arrived at our third topic. The first article introduced the difference between a growth plan (singular event) and a growth engine (recurring system). The theme we developed in that piece supported the need to go beyond growth plans to create sustained growth performance. Our argument that while growth plans are good, growth engines are better. 

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How Healthy Business Management Processes Sustain Business Growth

Posted by The Chief Outsider

In our first blog of the series, we defined the difference between a growth plan and a growth engine.  In that discussion, we defined a growth plan as a singular event that identify future revenue and profit streams and identify capabilities, assets, and competencies the business needs to build to take advantage of future growth opportunities.  As we define it however, a growth engine is not an event or a document or a plan, a growth engine is a system of integrated and replicable growth focused processes that support and enable sustained growth performance over a number of years.   That blog included a brief questionnaire that helped you assess your company's ability to put a growth engine in place.

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How Your Executive Team Can Sustain Your Business Growth through Best Practices

Posted by The Chief Outsider

 

If you don’t believe that consistent, profitable business growth is a need of virtually every small- and mid-sized business, and especially for yours, you probably won’t get value from this article.

The real challenges aren’t understanding the value of growth to your business--they are about determining where your best growth opportunities are, prioritizing across multiple potential growth opportunities, integrating both shorter- and longer-term growth opportunities into your management processes, and organizing for success and building an ability to tap into new revenue streams consistently and over multiple years.

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How to Create a Stronger Market Position in a Post-Merger Atmosphere

Posted by The Chief Outsider

 

In healthcare there are few environments that are more competitive and emotionally charged than those that are created when teams are forced to coexist in a post-merger scenario. With the ink freshly dried on the healthcare acquisition, you now have twice as many employees in key functional roles – most likely, two chief counsels, two vice presidents of human resources, and, of course, two senior-level marketing people and teams they manage.

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