B2B Organic Growth Blog

Financial results are like the output of an extruder. For better output, change what you feed the hopper. Focus on new-product innovation to move from a spectator sport to participant sport.
b2bgrowth.video/10 Video length [2:21]

When you stop innovating for customers, your path is marked by lower pricing, lower profits, budget pressures, cost reductions, reduced innovation capability, and then death or “life support.”
b2bgrowth.video/9 Video length [2:24]

Want rapid, profitable, sustainable growth? Most otherwise-fine initiatives cannot deliver this, e.g. productivity, quality, sales training, customer intimacy, global expansion, and acquisitions.
b2bgrowth.video/8 Video length [2:31]

The earlier Quality and Productivity Waves separated winners from losers. The Innovation Wave will be even bigger because it never reaches a point of diminishing return—unlike earlier Waves.
b2bgrowth.video/7 Video length [2:13]

Research shows exceptional companies pursue “better before cheaper” and “revenue before cost.” Since only customers decide what is “better,” your innovation must be driven by the market.
b2bgrowth.video/6 Video length [2:09]

“Maximizing shareholder wealth” is a lovely result but a lousy goal. Goals need to be actionable and inspiring. A better goal is, “Understand and meet customer needs better than others.”
b2bgrowth.video/5 Video length [2:18]

There are three types of growth: inherited, market, and earned growth. You can only control the last type… which only happens when your new products offer greater value than competitors.
b2bgrowth.video/4 Video length [2:00]

Business leaders can be classified as Builders, Remodelers, Decorators, and Realtors. If you want rapid, profitable, sustainable growth, you need to find and reward the Builders among you.
b2bgrowth.video/3  Video length [2:27]

The best research says we’ve struggled for about five decades now. In 1971, the leading cause of new-product failure was “inadequate market analysis” (45%, with the next cause at 29%). In 2019, the leading cause was “No market need” (42%, with the next cause at 29%). After five decades, maybe it’s time to get serious about understanding customer needs before developing new products? Not that we need to rush into this, of course.

More in article, Target Customer Needs and Win

You know you’ve got a top-notch team exploring that unfamiliar market or technology when you see them… 1) identify all project assumptions at the onset, 2) detect and defuse unforeseen “landmines” (project killers) as early as possible, 3) advance the project rapidly without detours and distractions (or kill the project swiftly), and 4) spend funds investigating and pursuing only that which truly matters. The methodology for doing this is described in the short video at www.deriskprojects.com.

More in article, How to de-risk projects and overcome management doubt