Blog Category: Organic Growth

Shareholder value: Great result. Lousy goal.

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Increasing shareholder value is simply the result… the “effect.” What’s the “cause”? It’s profitable, sustainable, organic growth. Demonstrate this and stock prices will follow like goslings after their mother. Quit performing for Wall Street analysts, who have never created real value and couldn’t do so if their bonuses depended on it. Instead, work for customers who will appreciate and reward the value you create for them.

More in article, How to become a great business leader

Your “future you” will thank you.

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Don’t let your future be “that time you’ll wish you’d done what you’re not doing now.” You’ll be thankful later if you recalibrate your time horizon now… diverting some of your short-term attention to the future of your business. Besides, what you do this quarter is largely a spectator sport. The prices, profits and margins we wring our hands about during financial reviews were determined years ago by the new products created then for customers.

More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 7).

Don’t get lulled into complacency by “inherited growth.”

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Long ago, clever employees at your company developed industry-leading products. Most of your growth and profits today probably come from these sturdy product platforms. Don’t count on inherited growth continuing: Every year, purchasing agents and competitors are working diligently to commoditize your specialty products. Glad I could cheer you up on this.

More in white paper, Catch the Innovation Wave (page 14).

What’s your leadership style… “Interior Decorator” or “Builder”?

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If you’re mainly concerned with making the place look good quarter after quarter, you’re an Interior Decorator. Jeff Bezos was a Builder… running Amazon for seven years before turning a profit. The stock market still applauded him, because he had a building plan they could believe in. As Warren Buffet said, “Companies obtain the shareholder constituency that they seek and deserve.”

More in article, How to become a great business leader

The Cure for B2B Myopia: Jobs-to-Be-Done

Harvard professor Levitt began the JTBD discussion by teaching that the railroad industry should consider itself as the transportation industry..

Modern “Jobs-to-be-Done” thinking began with the most popular HBR article ever written: Ted Levitt’s “Marketing Myopia.” It begins this way: “Every major industry was once a growth industry. But some that are not riding a wave of growth enthusiasm are very much in the shadow of decline. Others, which are thought of as seasoned growth ... Read More

There are three types of growth. You can control one of them.

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The first is inherited growth from products launched long ago, which now “carry” your business. The second is market growth… the tide that lifts all boats. You can only impact the third—earned growth—by doing a better job than every competitor in understanding and meeting the needs of a market. This means it’s easy to be lulled into thinking your underlying growth is greater than it is.

More in white paper, Catch the Innovation Wave (page 14).

10 Best Practices to Lead Innovation and Change

B2B Leaders Celebrate Success

Leading a company into a new era of customer-centric innovation takes patience, courage, and a commitment to finding the best people and processes. Follow these 10 best practices to lead innovation and change for B2B organic growth. 1.  Celebrate learning as success. As business leaders, we drive for results, results, results! There’s certainly nothing wrong ... Read More