Growth Strategy (PowerPoint PPTX Slide Deck)

This PPT slide presents a comparative analysis between traditional and modern thinking in strategic business approaches. It emphasizes a significant shift from a focus on competition to creating new opportunities that render competition irrelevant.

In the "Industry" section, traditional thinking is characterized by the belief that industry conditions are fixed, necessitating competition within existing market spaces. In contrast, modern thinking proposes that companies can actively shape industry conditions to create uncontested market spaces.

The "Strategy" segment highlights that traditional approaches prioritize building competitive advantages to outmaneuver rivals. Modern thinking, however, advocates for making competition irrelevant altogether, suggesting a more innovative and proactive stance.

When examining the "Market," traditional views focus on exploiting existing demand, while modern thinking encourages organizations to create and capture new demand, indicating a shift towards innovation and customer-centric strategies.

The "Resources" section reflects a fundamental change in mindset. Traditional thinking emphasizes a value-cost trade-off, whereas modern approaches aim to break this trade-off, allowing firms to deliver value without compromising on cost.

In terms of "Organization," the traditional view aligns activities with a strategic choice of differentiation or low cost. The modern perspective, however, seeks to align the entire system of activities towards achieving both differentiation and low cost simultaneously.

Lastly, the "Offerings" section contrasts maximizing value within industry boundaries with the modern approach of offering solutions that transcend these boundaries, indicating a broader scope for value creation.

This slide encapsulates a transformative approach to strategy, urging leaders to rethink their frameworks and embrace innovative practices that can redefine their market presence.

This PPT slide outlines a strategic framework for organizations aiming to balance their core business operations with the pursuit of new growth opportunities. It is structured around 3 distinct horizons, each representing a different phase of growth and associated objectives.

Horizon 1 focuses on the core business, which is essential for immediate performance, cash flow, and profitability. The text emphasizes the need to extend and defend this core, acknowledging that while there is some growth potential, it tends to plateau over time. This horizon is about managing profitability, continuing innovation, and optimizing efficiency. Strong operational managers are crucial in this phase to ensure stability and performance.

Horizon 2 shifts attention to building emerging businesses. Here, the goal is to create new revenue streams and extend existing operations into new directions. The slide suggests that after a few years, these new ventures should be positioned to replicate the success of the core business. This requires a different mindset, focusing on driving ventures to take root and effectively replicating the established business model. Business builders and entrepreneurial leaders are highlighted as key players in this phase.

Horizon 3 is about creating viable options for future growth. This phase involves seeding future businesses that could transform the industry. It emphasizes the importance of new ideas backed by investments, which may take the form of research, alliances, or pilot projects. Visionaries and unconventional thinkers are necessary to explore these growth options, which are expected to materialize over a longer time horizon, typically around ten years.

This framework serves as a guide for organizations to strategically navigate growth while maintaining their core business integrity.

This PPT slide presents various creative techniques utilized for gaining customer insights, categorized under "Insight Generation Analytics." It outlines several methods, each with a brief description, aimed at helping organizations understand consumer needs and behaviors.

The techniques listed include Journaling, Delphi Interviews, Ethnographic Research, Anthropological Immersion/Mystery Shopping, Thought Leader Idea Exchange, and Lead Consumer Research. Each method serves a distinct purpose. For instance, Journaling involves documenting observations and mental connections, which can lead to deeper insights. Delphi Interviews leverage the expertise of business leaders from non-competing firms to identify key issues and potential solutions. Ethnographic Research focuses on observing customers in their natural environments, providing a real-world perspective on their purchasing behaviors.

The slide also features a visual representation that maps these techniques against 2 axes: "Consumer Needs Discovery" and "Industry Trends Discovery." The vertical axis categorizes the techniques based on their novelty, ranging from current to new approaches. The horizontal axis indicates the stage of consumer needs, from emerging to established. This framework helps in visualizing where each method fits in terms of its applicability and relevance in understanding consumer dynamics.

Overall, the slide emphasizes the importance of employing diverse methodologies to capture a comprehensive view of customer insights. It suggests that organizations should consider integrating these techniques into their strategies to enhance their understanding of market trends and consumer behavior. This multifaceted approach can drive more informed decision-making and foster innovation.

This PPT slide outlines key challenges that organizations face in achieving growth. It is structured into 3 main sections: Current Situation, Strategic Issues, and The Resolution.

In the Current Situation, it highlights that companies often struggle to identify breakthrough growth offerings. This lack of innovation can stem from an overemphasis on existing markets and demand, such as line extensions and substitutes, which may limit the scope for new ideas.

The Strategic Issues section delves deeper into the barriers to growth. It notes that consumer sophistication is rising, making it increasingly difficult to meet their evolving needs. Additionally, opportunities for growth are often constrained by internal capabilities rather than being driven by market demands. The slide also points out that growth may occur at the expense of profitability, indicating a potential misalignment in strategy.

Execution challenges are further elaborated, revealing that many organizations fail to follow through on growth initiatives. This can be attributed to a lack of committed financial resources and metrics that are primarily focused on current operations rather than future growth. The organizational structure may not support new business ventures, leading to inefficiencies in executing growth strategies.

The Resolution section proposes a path forward, emphasizing the need to create customer value through value innovation. It suggests aligning the value proposition with organizational capabilities and effectively executing the strategy to overcome the identified challenges. This structured approach provides a clear framework for organizations looking to navigate their growth hurdles and capitalize on new opportunities.

This PPT slide outlines strategic pathways for organizations facing challenges in achieving profitable growth. It emphasizes 2 primary avenues: expanding business scope and increasing value from current operations.

Under "Expanding Business Scope," several initiatives are highlighted. Companies can explore new segments or categories, develop new products or brands, and create new formats or channels. Geographic expansion is also a critical consideration, suggesting that businesses should look beyond their current markets to tap into new customer bases. The phrase "Build, Buy, Ally" indicates a flexible approach to growth, where organizations can decide to develop capabilities internally, acquire existing businesses, or form strategic partnerships.

The second major category, "Increasing Value from Current Business," focuses on enhancing existing operations. This includes improving or changing the value proposition offered to customers, which is essential for maintaining relevance in a competitive market. Solidifying customer relationships is also crucial, as loyal customers can drive repeat business and referrals. Pricing strategies are mentioned as a lever for increasing profitability, suggesting that organizations should regularly assess their pricing models to ensure they align with market expectations and customer perceptions.

The slide also points to penetrating existing markets with current products and optimizing the product mix as ways to enhance value. These strategies aim to maximize the efficiency and effectiveness of current offerings, ensuring that businesses can extract the most value from their existing resources. Overall, the slide serves as a comprehensive framework for organizations looking to navigate growth challenges and identify actionable strategies for value creation and innovation.

This PPT slide presents a framework for evaluating growth opportunities across 3 distinct time horizons: short-term, medium-term, and long-term. The vertical axis represents profit, while the horizontal axis denotes time, segmented into specific intervals: one year for Horizon 1, 3 to 5 years for Horizon 2, and 5 or more years for Horizon 3.

Each horizon has associated strategic focuses. The short-term horizon emphasizes extending and defining the core business, which is crucial for immediate profitability. This is followed by the medium-term horizon, where the focus shifts to building emerging businesses, indicating a transition towards innovation and new market opportunities. The long-term horizon is about creating viable options for sustained growth, reflecting a forward-looking approach that anticipates future market dynamics.

The slide outlines 3 strategic review processes: the Annual Strategic Review, Business Unit Strategy, and Vision and Ambition. These reviews are essential for aligning the organization’s strategic direction with its growth objectives. Monthly strategic reviews with the executive committee are highlighted as critical for ensuring quick adaptation and disciplined implementation of strategies. This suggests a proactive approach to managing growth, emphasizing the need for agility in decision-making.

Overall, the framework encourages organizations to balance immediate operational needs with longer-term strategic ambitions. It positions growth as a multi-faceted challenge that requires careful consideration of both current capabilities and future possibilities. This structured approach can help executives prioritize initiatives and allocate resources effectively across different time frames.

This PPT slide outlines a modern approach to strategy, particularly emphasizing the Blue Ocean Strategy framework. It highlights 4 key areas: Growth Focus, Value Identification, Value Creation, and Effective Execution.

Starting with Growth Focus, the emphasis is on understanding customer needs and moving beyond conventional market boundaries. This involves creating a multi-horizon portfolio and developing growth platforms that facilitate "market mining." The focus here is on aligning with consumer needs and market trends to drive growth.

Value Identification follows, where the goal is to comprehend what customers truly value. This section stresses the importance of prioritizing initiatives based on customer insights. The graphical representation suggests a strategic approach to value assessment, indicating areas for elimination, reduction, raising, and creation of value.

Next is Value Creation, which involves selecting and developing growth options. It emphasizes the need to align the operating model with the delivery of value and fair pricing. The visual element here suggests a balance between costs and value, hinting at the concept of value innovation as a critical component of this process.

Effective Execution is the final area, focusing on the practical aspects of implementing strategies. This includes concept execution, which covers venture launches, organizational alignment, resource allocation, and establishing accountability. Additionally, it addresses the need for a sustainable growth structure that encompasses infrastructure, culture, and alliance management.

Overall, this slide serves as a comprehensive guide for executives looking to adopt a strategic framework that fosters innovation and sustainable growth.

This PPT slide outlines various barriers to growth that organizations face, categorized into 3 distinct horizons. Each barrier is marked with a skull icon, indicating the severity or critical nature of the issue.

In Horizon 1, the barriers include being "Under siege," "Losing the right to grow," and "Running out of steam." These issues suggest immediate threats to the core business, indicating that companies may struggle to maintain their current market position. The need to stabilize core operations is emphasized, as organizations must earn the right to pursue growth initiatives.

Horizon 2 highlights barriers such as "Inventing a new future" and "Generating ideas, but not new businesses." This indicates a transition phase where companies may have innovative ideas, but lack the execution or infrastructure to turn those ideas into viable new business ventures. The presence of these barriers suggests a disconnect between ideation and implementation.

Horizon 3 focuses on "Failing to seed for the future," which points to a long-term risk where organizations do not invest adequately in future growth opportunities. This barrier indicates a lack of foresight and planning, which could jeopardize sustainability in an evolving market.

The common barriers listed provide insight into recurring challenges organizations encounter. These include an overemphasis on new business at the expense of core development, inadequate performance improvements, and external pressures necessitating a shift in business focus. The slide serves as a diagnostic tool for executives to identify and address these barriers, ultimately guiding strategic decisions to foster a more growth-oriented organization.

This PPT slide presents a framework for growth platform development, emphasizing the importance of looking beyond traditional industry boundaries and company definitions. It categorizes growth opportunities into 3 distinct horizons based on the newness of offerings to the company and the capabilities required to develop them.

The vertical axis indicates the level of capabilities, ranging from "Capabilities Exist" at the bottom to "Capabilities Must Be Developed" and "Capabilities Unknown" at the top. This suggests a progression in the complexity and innovation of the offerings. The horizontal axis represents the newness of the offerings, moving from "Today" to "Unrecognized" opportunities. This layout highlights the need for organizations to assess their current capabilities while exploring new market potentials.

Horizon 1 focuses on building fundamental capabilities, which are essential for any organization. This is where companies should ensure they have a solid foundation before venturing into more innovative areas. Horizon 2 shifts attention to building new businesses, indicating a transition into more exploratory initiatives that require some level of capability development.

Horizon 3, labeled "Change the Industry," is where breakthrough market offerings reside. This horizon is crucial for companies aiming to disrupt the market and redefine industry standards. The slide suggests that achieving this level of innovation requires a clear innovation path, which is visually represented by the arrow pointing towards "Breakthrough Market offerings."

The framework encourages organizations to strategically navigate through these horizons, aligning their capabilities with market opportunities. This structured approach can help executives prioritize initiatives that not only meet current demands, but also anticipate future market shifts.

This PPT slide outlines a structured approach to strategy development, divided into 3 key phases: Analysis and Insights Generation, Growth Options & Strategy Development, and Growth Strategy Execution Design. Each phase is critical in guiding clients through the complexities of formulating actionable strategies.

In the first phase, Analysis and Insights Generation, the focus is on project initiation. This includes conducting external and internal assessments, along with generating insights and hypotheses. The aim here is to establish a solid foundation by understanding the current landscape and identifying potential gaps or opportunities.

The second phase, Growth Options & Strategy Development, emphasizes the importance of visioning and option generation. It involves envisioning compelling future states and identifying alternative solutions. This phase is about creativity and innovation, where new ideas are generated and assessed to formulate a robust strategy.

The final phase, Growth Strategy Execution Design, transitions from planning to implementation. It includes refining the strategy, developing a transformation roadmap, and creating a business case. This phase is crucial as it defines the activities necessary for executing the targeted changes, preparing the organization for transition, and ensuring that the execution is successful.

Overall, the slide presents a comprehensive framework that guides clients from initial analysis through to execution. It highlights the importance of thorough assessment, creative option generation, and structured execution, ensuring that strategies are not only well-formulated, but also actionable and aligned with organizational goals. This approach can be particularly beneficial for organizations looking to navigate complex market dynamics and drive sustainable growth.