Growth Management Two Hats are Better than One

by Lester, Andrew

• ISBN13: 9780230577503
• ISBN10: 0230577504
• eBook ISBN(s): 9780230233560
• Format: Hardcover
• Copyright: 2009-05-15
• Publisher: Palgrave Macmillan
• More Book Details
• Purchase Benefits

Summary

Successful people and companies do two things at the same time: they are efficient day to dayandthey see great new opportunities. They use different styles of thinking and management to deliver cash today, and sustainable growth tomorrow.Wearing Two Hatsis essential to business: but how and when to wear each one?

Author Biography

ANDREW LESTER has worked in a variety of sectors, and was head of Jaguar Cars Ltd UK from 1996-2001, successfully leading the transition of the company. He has worked extensively in the UK, USA & Europe. He runs his own business consultancy (Carr-Michael Consulting Ltd), specializing in delivering sustainable growth. Andrew is married with two grown-up children and lives in Warwickshire. He has a degree in Marketing and Business Strategy.

Table of Contents

List of figures	p. ix
List of tables	p. xi
Preface	p. xii
Acknowledgements	p. xv
The Business Perspective
The Case for Growth Management	p. 3
So what's new?	p. 5
This book	p. 15
"Two Hats" in practice	p. 16
Defining Growth	p. 19
Objectives	p. 19
Defining growth	p. 19
Definitions of growth and growth management	p. 20
Growth Management
Organizing for Growth	p. 25
Objectives	p. 25
Getting focus and balance	p. 25
Who should work on what	p. 25
Different requirements in managing day to day operations versus growth	p. 31
Summary	p. 38
Implementing Sustainable Growth Management	p. 39
Objectives	p. 39
Getting started	p. 39
Summary	p. 48
Identifying Growth Opportunities	p. 50
Objectives	p. 50
Identifying growth opportunities	p. 50
Barriers to entry and exit	p. 61
Competitor strategies and "war gaming"	p. 62
Simple mapping	p. 62
Summary	p. 65
Prioritizing Opportunities	p. 67
Objectives	p. 67
This is not just another simple prioritization task	p. 67
Consistent criteria	p. 70
Summary	p. 72
Controlled Creativity	p. 73
Objectives	p. 73
Structured timetable	p. 73
Test assumptions and scoping	p. 75
Controlled creativity	p. 75
Some tools and techniques	p. 82
Summary	p. 84
Proposition Plan	p. 85
Objectives	p. 85
Definition	p. 85
What does a proposition plan do?	p. 85
Constructing the plan	p. 86
Working tool not shelf fodder	p. 93
Formal review	p. 93
Summary	p. 94
Take It To Market Plan	p. 95
Objectives	p. 95
Definition	p. 95
Purpose of a Take It To Market Plan	p. 95
The three key phases	p. 99
Phase one: set up continued - translating the proposition plan into activities	p. 101
Phase one: set up continued - the Take It To Market timetable	p. 104
Phase one: set up continued - selecting the implementation team	p. 106
Phase one: set up continued - avoiding the "Not Invented Here" (NIH) syndrome	p. 107
Phase two: internal launch - establishing the implementation team	p. 108
Phase two: internal launch - what is the objective of the internal launch?	p. 109
Phase three: do it	p. 110
Rules of engagement	p. 117
Measuring success	p. 119
Summary	p. 120
Growth Project Integration	p. 123
Objectives	p. 123
When to transition	p. 123
The project itself	p. 123
Mainstream business	p. 124
External factors	p. 124
So what is the problem here?	p. 125
Getting started	p. 128
Defining the integration activities and team	p. 130
Managing customer expectations	p. 137
Communication - at the start of the Integration Project	p. 138
Managing the actual integration - KPIs, controls and measurements	p. 139
Post integration - feedback, learning and communication	p. 140
Summary	p. 142
Embedding Growth Management	p. 143
Objectives	p. 143
The problem to be solved	p. 143
Sustaining growth	p. 143
Business emotional intelligence	p. 145
Build from the Pilot: before defining new projects	p. 147
Commercial feedback	p. 148
Customer feedback	p. 149
Competitor reaction	p. 150
Communications feedback	p. 151
Team dynamics	p. 152
Organization feedback	p. 154
Strategic fit	p. 155
Celebrating success	p. 158
Selecting follow-on growth projects	p. 160
Tailoring and refinement of the tools and techniques	p. 162
Ongoing growth management	p. 163
Realizing shareholder value	p. 164
Summary	p. 166
No Excuses
Growth in a Recession	p. 169
Objectives	p. 169
Definition	p. 169
The changed context: market and competitor economics	p. 173
The changed context: psychology	p. 181
Action: what to do differently with growth management	p. 183
Why are recessions and tough times great for growth?	p. 185
Summary	p. 188
You, Your "Two Hats" and Growth Management	p. 189
Objectives	p. 189
Definition	p. 189
Complexity at work	p. 190
You and your Two Hats	p. 192
Your future value	p. 194
Summary	p. 197
Bibliography	p. 198
Index	p. 199
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