At Growth Decisions, we are always curious about why most business plans do not deliver. So a recent article on this very topic by Mr. John W. Mullins in the Wall Street Journal caught our attention.
At all times — especially in tough economic markets — it is important for companies to protect, develop and nurture client relationships. With economic downturns, companies across industries and geographies experience reductions in their customer bases which translate to revenue losses and weaker growth.
Competitive intensity and business pace continue to increase across industries. The products that provide most of your company’s revenue today will not necessarily do so tomorrow. Companies that want to succeed need to generate an ongoing supply of fresh, high-potential ideas for growth.
Assisted top management of the Mexican subsidiary of one of the largest privately held corporations in the United States to create clarity, consensus and alignment around key strategic actions to be taken to improve the SBU’s short-term performance and long-term strategic positioning, given these new and changing competitive market dynamics.
Working as a growth strategist, I have the good fortune of helping companies address their most pressing growth strategy and innovation challenges. Regardless of industry or geographic location, my clients are relentless in their pursuit of strategies that will produce consistent, profitable growth. However, I also see how top management can struggle as they go about identifying, articulating and prioritizing growth opportunities.
