Thinking about Growth對(duì)經(jīng)濟(jì)成長的思考(ppt)

Thinking about Growth


Technieken van Strategische Analyse
Prof. Wouter De Ploey



I. Why grow
II. The evolution of growth portfolios
III. What great growers do


Profitable growth drives principal business objectives
Growth drives organisational vitality

I. Why grow
II. The evolution of growth portfolios
III. What great growers do

Three key concepts
Concurrent management across 3 Horizons
3 Horizons of growth
Balanced growth at Coca-Cola Amatil
Financial characteristics Horizons 2 and 3: Coca-Cola Amatil example (Dec 96)
Challenge of simultaneously managing 3 Horizons
Unsustainable patterns
Three key concepts
Growth staircase dynamics
Coca-Cola Amatil’s European staircase
Generic growth staircase
Coca-Cola Amatil’s European staircase
Sources of value creation: Coca-Cola Amatil
Three key concepts
Mapping staircases to Horizons
3 Horizons as a portfolio of staircases
Coca-Cola Amatil’s portfolio of staircases
Disney’s portfolio evolution

I. Why grow
II. The evolution of growth portfolios
III. What great growers do
Characteristics of successful growth companies
Commit to growth
Earn the right to grow
Achieve and sustain operational excellence
Divest unprofitable or distracting businesses
Build the faith of investors and financiers
Divest unprofitable or distracting businesses
Winning confidence of shareholders at Disney
Raise the bar through stretch targets and values
Set stretch targets
Killer financial targets
Inspiring aspiration that evolves over time
Balance with strong values
Inspiring aspiration
Build growth engines
Embrace an expansive mindset
Recognise and utilise 7 degrees of strategic freedom
Break constraining mindsets
Broaden traditional market definitions
Industry boundaries
Geographic boundaries
Business system boundaries
Seven degrees of strategic freedom
Gillette’s seven degrees of strategic freedom
Broaden traditional market definitions
CCA’s expansive mindset with focused product offering
Fill the opportunity pipeline
Resource processes to fill the opportunity pipeline
Design competitively defensible business concepts
Capital One’s ‘Golden Gate’ process
Assemble a platform of capabilities
Define capabilities broadly
Assemble needed capabilities
Bundle capabilities for distinctiveness
Define capabilities broadly
Disney’s bundle of capabilities
Cultivate entrepreneurship
Create connected communities
Organise around small communities
Link communities to achieve synergy and scale advantages
Creating connectivity among communities
Seek business builders
Assemble a winning team at the top
Recruit to fill skill gaps
Develop and rejuvenate business builders
Balance ‘growers’ with ‘maintainers’

Reinforcing systems and incentives
Pump up incentives
Focus planning, budgeting, capital allocation, and performance measurement systems
Growth incentive systems

Thinking about Growth對(duì)經(jīng)濟(jì)成長的思考(ppt)