After years of cost-cutting, companies struggle to re-ignite growth. But old habits die hard. To protect margins, most simply do more of the same, with less. And get the same results, or worse.
Real sustainable growth requires a new strategy. It begins by assessing and then selecting the most promising opportunities. These opportunities, be they entry into new markets or the launch of new offerings, will require redesigning elements of the business, designing new tasks, building new skills and removing organizational barriers.
2 comments:
I sense that each stage loops back information into all the previous stages. As you tune your organisation, you understand more about what your market is.
Insightful observation, Goldenslumbus! Yes, there is a strong cultural element to this. Some years ago, we discovered that it was difficult to really drive strategic change because (for a lot of very good reasons) the organization didn't fundamentally change to reflect the new strategy. Even if the org structure changed, the processes, people and probably most importantly, the culture didn't. So everyone kept doing the same thing.
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