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Managing high growth management training programme outline
This slide show outlines our unique high growth training programme which provides practical advice to businesses who either intend to embark on high growth or those businesses who are already operating in a high growth environment. This programme was developed based upon over a decades expertise in managing businesses in a high growth environment.
Managing high growth management training programme outline
- 1. Managing A HighGrowth Business: Grow Faster for Longer with Less Stress Programme Outline (C) Exigent Ventures Ltd 2010 - 2014 Managing High Growth
- 2. (C) Exigent VenturesLtd 2010 - 2014 Vision Culture Strategy & Planning Talent Management & Management TeamsFinancial Management and Control Business Systems & Processes Business Development Managing High Growth
- 3. High Growth ProgrammeObjectives • To enable management to understand the pressures of high growth. • To encourage management of the business to plan forward. • Deliver practical advice & processes to enable Business Owners to be more successful in a high growth environment. (C) Exigent Ventures Ltd 2010 - 2014 3 Managing High Growth
- 4. Laurence Ainsworth • 30Years of Sales and Management experience • 10 years experience as MD of businesses from 30 to 500 people • 10yrs exposure to High Growth environment at management & director level • From 165 to 3500 staff over ten years average growth rate 30% pa pre tax profit 10%+ • Sold in 2001 for £1billion. July 2012 (C) Exigent Ventures Ltd 2010 - 2014 4 Managing High Growth
- 5. Laurence Ainsworth • 10years providing mentoring and advisory services to SME’s • Specialist Coach to Accountants for 6 years • Certified Specialist High Growth Coach • Worked with dozens of High Growth Businesses • Developed a unique programme on how to be successful in a High Growth environment (C) Exigent Ventures Ltd 2010 - 2014 5 Managing High Growth
- 6. • No singledefinition • Gazelle Businesses coined in 1980’s – 20% pa for 4 years • Current definition – Are growing or can grow by 20% pa over 3 years • used by the Dept. Business Information & Skills for access into the Govt. funded Growth Accelerator Programme (C) Exigent Ventures Ltd 2010 - 2014 6 Managing High Growth
- 7. • The HighGrowth Problem (C) Exigent Ventures Ltd 2010 - 2014 Managing High Growth
- 8. July 2012 (C)Exigent Ventures Ltd 2010 - 2012 8 TIME G R O W T H Revenue Growth Peak organisational Stress Points To Succeed you must keep organisational growth (left of) ahead of revenue growth Danger organisational growth is being outstripped by revenue growth Managing High Growth
- 9. • "The underlyingissue is that our management and operational capacity has fallen behind the needs of a rapidly growing business.“ (read: Our organisational growth has fallen behind sales growth) This is a quote from Peter Bamford Chairman of Superdry Clothing, July 2012 explaining the reasons for the businesses poor recent performance to investors. (C) Exigent Ventures Ltd 2010 - 2014 9 Managing High Growth
- 10. 0 50 100 150 200 250 300 350 Year 1 Year2 Year 3 Year 4 Year 5 GrowthinSales Badly Managed Growth 45% High Organisational Stress And Disruption -12% 15%100% (C) Exigent Ventures Ltd 2010 - 2014 10 An Example of Badly Managed Growth Managing High Growth
- 11. Recovering from BadlyManaged Growth • Slowing down growth tends to be the only viable option. But … • In many cases, it means business growth momentum will completely break down. • It is VERY disruptive (C) Exigent Ventures Ltd 2010 - 2014 9 Managing High Growth
- 12. Fall Out fromBadly Managed High Growth • Failed Customer relationships • Low staff morale – reduced performance • Much increased attrition • Huge effort/investment yielding low to negative financial return • Overtrading - cash crisis • Consequence a Huge Lost Opportunity as owners back away from future High Growth (C) Exigent Ventures Ltd 2010 - 2014 11 Managing High Growth
- 13. • Benefits ofControlled Growth • Consistent high growth • Sustained profitability • Strong Customer Relationships • High staff morale & productivity • Low attrition and easier recruitment (C) Exigent Ventures Ltd 2010 - 2014 13 Managing High Growth
- 14. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 15. • Vision – Avision provides the reason why you are in business and as a decisive leader gives you the direction around which to build and enthuse your team. (C) Exigent Ventures Ltd 2010 - 2014 15 Managing High Growth
- 16. Vision • Why isit important to you as a leader and to the business? • Do you have a vision ? • How do build your own vision? • How to use your Vision to enthuse staff and attract customers (C) Exigent Ventures Ltd 2010 - 2014 16 Managing High Growth
- 17. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 18. • Developing YourCulture – Your culture establishes how a company and its staff will interact with one another and to the outside world (C) Exigent Ventures Ltd 2010 - 2014 Managing High Growth
- 19. Culture • Do youknow your current culture? • It is what you need? • How can you change it? • How strong is your Cultural Wall? • Are you winning on the Cultural Battleground? • Supporting the custodians of your culture • Culture and Ondoarding (C) Exigent Ventures Ltd 2010 - 2014 19 Managing High Growth
- 20. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 21. • Strategy &Planning • In a high growth business you have little time to ponder about what might be happening in your business. • Having a clear strategy and an implementation plan gives you detailed markers which will quickly identify when things are off course. (C) Exigent Ventures Ltd 2010 - 2014 21 Managing High Growth
- 22. • Understanding Strategyand the planning process • How to use short term goals to achieve long term success • Getting a One Page Plan • Dealing with “Failure To Implement” • Getting a rhythm into planning from Strategy to monthly reviews • Addressing the we don’t really need more rigorous planning (C) Exigent Ventures Ltd 2010 - 2014 22 Managing High Growth
- 23. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 24. • Talent Management •Staff are a businesses’ most important asset; recruiting the right staff and managing existing staff are fundamental to success. • The Management of the Business • A high growth business can rapidly move the owner away from the operational detail, it is imperative that the owner has built up robust management practices and procedures that will enable the management team to properly control the business. (C) Exigent Ventures Ltd 2010 - 2014 24 Managing High Growth
- 25. • Building ATalent Management Plan Training, Recruitment, Promotion • Identifying your key staff Stars, Fixers • Managing Those Left Behind • Identify your key talent gaps • New Hire Integration Process July 2012 (C) Exigent Ventures Ltd 2010 - 2012 25 Managing High Growth
- 26. Management of YourBusiness • Developing a common management language • How can you identify issues early? • Delegation, management & accountability • Keeping quality in your decision making • Measurement and review systems (C) Exigent Ventures Ltd 2010 - 2014 26 Managing High Growth
- 27. (C) Exigent VenturesLtd 2011 Managing High Growth
- 28. • Financial Management& Controls • Accurate and timely financial information which goes beyond the P&L and Balance Sheet is necessary to enable a management team to identify issues early enough to take the necessary corrective action. July 2012 (C) Exigent Ventures Ltd 2010 - 2012 28 Managing High Growth
- 29. Financial Management • Whatfinancial information you should have • How to develop a forensic view of your business • The importance of timely, accurate relevant information to your business • Get a model that reflects your business, not what's convenient • Getting Used to Looking Forward! (C) Exigent Ventures Ltd 2010 - 2014 29 Managing High Growth
- 30. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 31. Business Systems andProcesses • In order to deliver a consistence customer experience the business must invest in robust and comprehensive systems. • In doing so it must also recognise the importance of human processes and not allow themselves to become slaves to processes which will ultimately lead to business losing its competitive and entrepreneurial edge. (C) Exigent Ventures Ltd 2010 - 2014 31 Managing High Growth
- 32. • Using Systemsand Processes to : Get more rapid integration of new staff into the business Increase Productivity Improve Customer Experience Traffic light your business Address the “Seven Big Wastes” • Build the “Big Colouring Book” of your business (C) Exigent Ventures Ltd 2011 Managing High Growth
- 33. (C) Exigent VenturesLtd 2010 - 2014 Managing High Growth
- 34. Business Development – Accuracyin forecasting sales and therefore income, is vital to drive the cash flow to support a high growth business Balancing Your Business – Having one area of business out of synchronisation with the rest significantly increases chances of failure. (C) Exigent Ventures Ltd 2010 - 2014 34 Managing High Growth
- 35. Understand: • How tobuild a marketing plan • The importance of accurate Forecasting • How to Manage your sales function • How to avoid the 5 big mistakes in when making an acquisition (C) Exigent Ventures Ltd 2010 - 2014 35 Managing High Growth
- 36. Keeping Your BusinessBalanced • Managing optimism • Moderating “Management Invincibility” • Maintaining quality • Getting it all to work together (C) Exigent Ventures Ltd 2010 - 2014 36 Managing High Growth
- 37. What Others HaveSaid • “The High Growth Business series has been the best marketing initiative we’ve undertaken this year. It’s mixed a small group of “A” list prospects with some of our best clients in a vibrant and interactive format that all participants recognise to have been of great value. The parties have learned as much from each other as from Laurence, but the whole venture has been great fun, well received and great for our reputation.” • • Brendan Magee – James Magee, Maidstone (C) Exigent Ventures Ltd 2010 - 2014 37 Managing High Growth
- 38. ‘This course hasprovided a clear route map to meeting the challenges of my rapidly expanding business. I mistakenly held the opinion that such courses were fine in principle but lacked practical application. This has certainly not been the case with the course presented by Laurence. I would highly recommend this course to any business owner who is suffering from growing pains.’ Mark Fryza Fryza Bannister (accountants) "Laurence's experience and insights into business practice has given me the tools and confidence I need to move my business onto the next level. Growing your business isn't just about hard graft, it's about playing the game with the right strategy, tactics and mindset!...“ Kerry Richards Director Bang Anderson (Marketing & Brand Development) (C) Exigent Ventures Ltd 2010 - 2014 38 Managing High Growth
- 39. Managing High Growth If youfound this interesting then why not sign up for our regular newsletter “click on the sign” and get a bonus report : How to Create a High Growth Firm
- 40. Managing High Growth For MoreInformation About How We can Help you Achieve Long Term High Growth Contact us at: enquiries@managinghighgrowth.com Or by phone on: 01795 841091 (C) Exigent Ventures Ltd 2010 - 2014
Editor's Notes
- #5 People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)
- #6 People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)
- #7 David Birch's identification of gazelle companies followed from his 1979 report titled "The Job Generation Process," wherein he identified small companies as the biggest creators of new jobs in the economy. Birch estimated that gazelles accounted for only 4% of all U.S. companies, but accounted for 70% of all new jobs. Birch noted that the growth pace of gazelle companies far outpaced that of the Fortune 500 "elephants" and Main Street "mice."
- #10 Why is Vision and goals important?Because having a vision provides the reason why you are in business and as an effective leader gives you the direction around which to build or enthuse your team.Or put another way if you have no direction or goal you staff have no chance of know which direction to follow. It also provides the foundation for your culture. Your company will have a culture by default the question is is it the one you want or need and if not how do you change it?
- #11 Because in a fast growth business you have little time to ponder about what might be happening in your business. Having a strategy and an implementation plan gives you detailed markers which will quickly identify when things are off course. You them must decide quickly how to respond. Not knowing will mean things get too far out of synch before you attempt to rectify them. Going back to our hammer analogy you've allowed the hammer to get infront of you so it is controlling you rather than you controlling it.
- #12 As you grow you will move further away from from the operational detail of your business, you need to have built and be confident that in a high growth environment your management practises and procedures will enable your management team to effectively control, support, and maintain your high growth.
- #39 People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)