Here’s the scene: You are a B2B business leader unhappy with your membership in the Shareholder Appeasement Club and its quarterly meetings. You want profitable, reliable growth so you are free to captain your ship, not some Wall Street analysts. But what should you do—not in the abstract—but in concrete, actionable steps? Before exploring admission ... Read More
Blog Category: Organic Growth
Do you admire business leaders like Henry Ford, Steve Jobs or Jeff Bezos? Why… because they were great at financial reviews or quarterly investor calls? Great leaders march to a different beat, and so must you. Consider these practical leadership tips to build your own legacy as a great business leader.
Benchmark your growth capabilities, and chart a multi-year improvement plan with our free B2B Growth Diagnostic.
The Oxford Dictionary defines a factoid as an item of unreliable information that is repeated so often it becomes accepted as fact. Too often in product development, what we view as a fact is just a factoid. Its fine to have assumptions, but make sure they don’t dress up as facts. What you think you know is more dangerous than what you know you think.
View video, De-risking Transformational Projects
The vitality index—percent of sales from new products—is a metric you should keep using. But it’s not predictive, prescriptive or precise. Consider 2 leading-indicator metrics from The AIM Institute: The Commercial Confidence Index (CCI), and the Growth Driver Index (GDI)… both quite easy to run.
Use this free diagnostic to find out your CCI and GDI, and benchmark your growth capabilities.
If you expect your business to be around in 10 years, why are you focusing so much of your energy on this quarter? Especially since less than 10% of your company’s stock value comes from current earnings… while the rest comes from the market’s expectations of your future earnings. Sure, this is what most leaders focus on… but not leaders like Jeff Bezos or Steve Jobs.
More in article, The Inputs to Innovation for B2B
I think this rule should be on every business leader’s desk, and perhaps stamped on their paychecks. Should we be impressed if they pumped up the stock price during their tenure? Not if they did it by mortgaging the company’s future with short-term moves, perhaps chasing away top talent in the process. Glory lies in building something of lasting significance… not in pillaging it.
More in article, How to become a great business leader
When you drive at night with just your low-beam lights on, you may observe small animals as you run over them. But you can’t avoid them. To do that, you need to have your high-beams on. Same with all those short-term financial reviews: You can only observe the bad results. To change the results, you’d need to build growth capabilities for the future. Run your business with your high-beams on.
More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 7)
We’ll examine 12 parts of a B2B business case format used by more than a thousand new-product teams. Our research will show you which sections are the most critical… including the part teams bungle most often. Do 12 parts seem like too many? We’ll close with a sensible business case “short-cut,” the 6-part market case. This ... Read More
Your market is growing at 3% and your operating plan says you’ll grow faster than this next year. Of course, your competitors have similar plans… meaning everyone plans to grow faster than the market served. As TV psychologist Dr. Phil would say, “How’s that been working for you?” Could it be time for a different approach… e.g. understanding customer needs far better than competitors?
More in Leader’s Guide Videos Lesson 1, Recognize your growth challenge
In the long-term stockholder and employee interests align. This is also true of customer and community interests. In the long-term, it’s in the best interests of everyone—except your competitors—for your business to develop high-value products, sustain strong growth, provide stable employment, and increase market capitalization. Given this alignment, doesn’t it seem odd that many business leaders seem so fixated on the near-term?
More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 30)