Growth Strategy (PowerPoint PPTX Slide Deck)

This slide analyzes the shift from traditional to modern strategic business thinking. Traditional thinking views industry conditions as fixed, focusing on competition within existing market spaces. In contrast, modern thinking emphasizes creating uncontested market spaces by actively shaping industry conditions. Traditional strategies prioritize building competitive advantages, while modern approaches advocate for making competition irrelevant through innovation. Traditional views exploit existing demand, whereas modern thinking encourages creating and capturing new demand with customer-centric strategies. The resources mindset shifts from a value-cost trade-off to delivering value without compromising cost. Organizationally, traditional views align activities with differentiation or low cost, while modern perspectives seek to achieve both simultaneously. Lastly, traditional offerings maximize value within industry boundaries, while modern approaches transcend these boundaries for broader value creation.

This slide categorizes creative techniques for gaining customer insights under "Insight Generation Analytics." Techniques include Journaling, Delphi Interviews, Ethnographic Research, Anthropological Immersion/Mystery Shopping, Thought Leader Idea Exchange, and Lead Consumer Research. Journaling documents observations for deeper insights, while Delphi Interviews leverage expertise from non-competing business leaders to identify key issues. Ethnographic Research observes customers in natural environments to understand purchasing behaviors. A visual framework maps these techniques against "Consumer Needs Discovery" and "Industry Trends Discovery," with axes indicating novelty and consumer needs stages. This multifaceted approach enhances understanding of market trends and consumer behavior, driving informed decision-making and fostering innovation.

This slide outlines a strategic framework for balancing core business operations with new growth opportunities across 3 horizons. Horizon 1 focuses on the core business, emphasizing immediate performance, cash flow, and profitability while managing innovation and efficiency. Horizon 2 shifts to building emerging businesses, aiming to create new revenue streams and replicate the core business model, requiring entrepreneurial leaders. Horizon 3 involves seeding future growth options through investments in research, alliances, or pilot projects, driven by visionaries. This framework guides organizations in navigating growth while maintaining core business integrity.

This slide outlines strategic pathways for achieving profitable growth, focusing on 2 primary avenues: expanding business scope and increasing value from current operations. "Expanding Business Scope" includes initiatives such as exploring new segments, developing new products, and geographic expansion to access new customer bases. The "Build, Buy, Ally" approach allows organizations to develop capabilities, acquire businesses, or form strategic partnerships. "Increasing Value from Current Business" emphasizes enhancing the value proposition, solidifying customer relationships, and optimizing pricing strategies to align with market expectations. Strategies like penetrating existing markets and optimizing the product mix aim to maximize efficiency and effectiveness of current offerings, ensuring businesses extract maximum value from existing resources.

Organizations face key challenges in achieving growth, categorized into Current Situation, Strategic Issues, and Resolution. Companies often struggle to identify breakthrough growth offerings due to an overemphasis on existing markets, limiting innovation. Rising consumer sophistication complicates meeting evolving needs, while internal capabilities often constrain growth opportunities, misaligning strategy with profitability. Execution challenges arise from insufficient financial resources and metrics focused on current operations, leading to inefficiencies in growth strategy implementation. The Resolution emphasizes creating customer value through value innovation, aligning the value proposition with organizational capabilities, and effectively executing strategies to navigate growth hurdles and capitalize on new opportunities.

This slide presents a framework for growth platform development, categorizing opportunities into 3 horizons based on offering newness and required capabilities. The vertical axis ranges from "Capabilities Exist" to "Capabilities Must Be Developed" and "Capabilities Unknown," indicating a progression in complexity. The horizontal axis spans from "Today" to "Unrecognized" opportunities, emphasizing the need for organizations to assess current capabilities while exploring new markets. Horizon 1 focuses on building fundamental capabilities, while Horizon 2 transitions to developing new businesses. Horizon 3, "Change the Industry," targets breakthrough market offerings, requiring a clear innovation path toward disruptive market changes. This structured approach helps organizations align capabilities with market opportunities and prioritize initiatives for future shifts.

This slide presents a framework for evaluating growth opportunities across 3 time horizons: short-term, medium-term, and long-term. The vertical axis represents profit, while the horizontal axis denotes time: one year for Horizon 1, 3 to 5 years for Horizon 2, and 5 or more years for Horizon 3. The short-term focus is on extending and defining the core business for immediate profitability. The medium-term emphasizes building emerging businesses, transitioning towards innovation and new market opportunities. The long-term horizon aims at creating viable options for sustained growth. The framework includes 3 strategic review processes: Annual Strategic Review, Business Unit Strategy, and Vision and Ambition, with monthly reviews highlighting the need for agility in decision-making. This structured approach helps organizations balance immediate operational needs with longer-term strategic ambitions, prioritizing initiatives and resource allocation effectively.

This slide outlines a modern approach to strategy using the Blue Ocean Strategy framework, focusing on 4 key areas: Growth Focus, Value Identification, Value Creation, and Effective Execution. Growth Focus emphasizes understanding customer needs and creating a multi-horizon portfolio for market mining. Value Identification stresses prioritizing initiatives based on customer insights, with a strategic approach to value assessment. Value Creation involves selecting growth options and aligning the operating model with value delivery and fair pricing, highlighting value innovation. Effective Execution addresses implementing strategies through venture launches, organizational alignment, resource allocation, and establishing accountability, ensuring a sustainable growth structure with infrastructure, culture, and alliance management.

This slide outlines a structured approach to strategy development, divided into 3 phases: Analysis and Insights Generation, Growth Options & Strategy Development, and Growth Strategy Execution Design. In the Analysis and Insights Generation phase, external and internal assessments are conducted to identify gaps and opportunities. The Growth Options & Strategy Development phase focuses on visioning and generating alternative solutions, fostering creativity and innovation. Finally, the Growth Strategy Execution Design phase transitions to implementation, refining the strategy, developing a transformation roadmap, and creating a business case. This comprehensive framework guides clients from initial analysis through execution, ensuring strategies are actionable and aligned with organizational goals, crucial for navigating complex market dynamics and driving sustainable growth.

This slide outlines barriers to growth categorized into 3 horizons. Horizon 1 includes "Under siege," "Losing the right to grow," and "Running out of steam," indicating immediate threats to core business stability. Horizon 2 features barriers like "Inventing a new future" and "Generating ideas,, but not new businesses," highlighting a disconnect between ideation and execution. Horizon 3 focuses on "Failing to seed for the future," emphasizing the risk of inadequate investment in long-term growth opportunities. Common barriers include overemphasis on new business at the expense of core development, inadequate performance improvements, and external pressures requiring a shift in focus. These insights serve as a diagnostic tool for executives to identify and address growth barriers, guiding strategic decisions for a growth-oriented organization.