Growth Management Two Hats are Better than One

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  • Format: Hardcover
  • Copyright: 2009-05-15
  • Publisher: Palgrave Macmillan
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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 figuresp. ix
List of tablesp. xi
Prefacep. xii
Acknowledgementsp. xv
The Business Perspective
The Case for Growth Managementp. 3
So what's new?p. 5
This bookp. 15
"Two Hats" in practicep. 16
Defining Growthp. 19
Objectivesp. 19
Defining growthp. 19
Definitions of growth and growth managementp. 20
Growth Management
Organizing for Growthp. 25
Objectivesp. 25
Getting focus and balancep. 25
Who should work on whatp. 25
Different requirements in managing day to day operations versus growthp. 31
Summaryp. 38
Implementing Sustainable Growth Managementp. 39
Objectivesp. 39
Getting startedp. 39
Summaryp. 48
Identifying Growth Opportunitiesp. 50
Objectivesp. 50
Identifying growth opportunitiesp. 50
Barriers to entry and exitp. 61
Competitor strategies and "war gaming"p. 62
Simple mappingp. 62
Summaryp. 65
Prioritizing Opportunitiesp. 67
Objectivesp. 67
This is not just another simple prioritization taskp. 67
Consistent criteriap. 70
Summaryp. 72
Controlled Creativityp. 73
Objectivesp. 73
Structured timetablep. 73
Test assumptions and scopingp. 75
Controlled creativityp. 75
Some tools and techniquesp. 82
Summaryp. 84
Proposition Planp. 85
Objectivesp. 85
Definitionp. 85
What does a proposition plan do?p. 85
Constructing the planp. 86
Working tool not shelf fodderp. 93
Formal reviewp. 93
Summaryp. 94
Take It To Market Planp. 95
Objectivesp. 95
Definitionp. 95
Purpose of a Take It To Market Planp. 95
The three key phasesp. 99
Phase one: set up continued - translating the proposition plan into activitiesp. 101
Phase one: set up continued - the Take It To Market timetablep. 104
Phase one: set up continued - selecting the implementation teamp. 106
Phase one: set up continued - avoiding the "Not Invented Here" (NIH) syndromep. 107
Phase two: internal launch - establishing the implementation teamp. 108
Phase two: internal launch - what is the objective of the internal launch?p. 109
Phase three: do itp. 110
Rules of engagementp. 117
Measuring successp. 119
Summaryp. 120
Growth Project Integrationp. 123
Objectivesp. 123
When to transitionp. 123
The project itselfp. 123
Mainstream businessp. 124
External factorsp. 124
So what is the problem here?p. 125
Getting startedp. 128
Defining the integration activities and teamp. 130
Managing customer expectationsp. 137
Communication - at the start of the Integration Projectp. 138
Managing the actual integration - KPIs, controls and measurementsp. 139
Post integration - feedback, learning and communicationp. 140
Summaryp. 142
Embedding Growth Managementp. 143
Objectivesp. 143
The problem to be solvedp. 143
Sustaining growthp. 143
Business emotional intelligencep. 145
Build from the Pilot: before defining new projectsp. 147
Commercial feedbackp. 148
Customer feedbackp. 149
Competitor reactionp. 150
Communications feedbackp. 151
Team dynamicsp. 152
Organization feedbackp. 154
Strategic fitp. 155
Celebrating successp. 158
Selecting follow-on growth projectsp. 160
Tailoring and refinement of the tools and techniquesp. 162
Ongoing growth managementp. 163
Realizing shareholder valuep. 164
Summaryp. 166
No Excuses
Growth in a Recessionp. 169
Objectivesp. 169
Definitionp. 169
The changed context: market and competitor economicsp. 173
The changed context: psychologyp. 181
Action: what to do differently with growth managementp. 183
Why are recessions and tough times great for growth?p. 185
Summaryp. 188
You, Your "Two Hats" and Growth Managementp. 189
Objectivesp. 189
Definitionp. 189
Complexity at workp. 190
You and your Two Hatsp. 192
Your future valuep. 194
Summaryp. 197
Bibliographyp. 198
Indexp. 199
Table of Contents provided by Ingram. All Rights Reserved.

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