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Growth Accelerator Programme_Programma Groeiversneller
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Growth Accelerator Programme_Programma Groeiversneller

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The Growth Accelerator aims to facilitate an extensive network of ambitious growth entrepreneurs and top experts - who share their dreams, ambition, expertise and daily experiences – in order to ...

The Growth Accelerator aims to facilitate an extensive network of ambitious growth entrepreneurs and top experts - who share their dreams, ambition, expertise and daily experiences – in order to enhance the growth capabilities of Dutch entrepreneurs and their businesses.

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Growth Accelerator Programme_Programma Groeiversneller Growth Accelerator Programme_Programma Groeiversneller Presentation Transcript

  • Power ed by: PwC Por t 4Gr owt h AKD de Baak Phi l i ps I nnovat i on Ser vi ces Gr owt h Accel er at or Pr ogr amme A St r at egi c & a Per sonal Pi ct ur e War saw, May 6 2013
  • The Gr owt h Accel er at or : Vi si on and Mi ssi on• The Growt h Accel erat or ai ms t o f aci l i t at e an ext ensi ve net wor k of ambi t i ous gr owt h ent r epr eneur s and t op exper t s - who shar e t hei r dr eams, ambi t i on, exper t i se and dai l y exper i ences – i n or der t o enhance t he gr owt h capabi l i t i es of Dut ch ent r epr eneur s and t hei r busi nesses. • Our mi ssi on i s t o hel p f ast gr owi ng compani es t o gr ow bet t er and f ast er t hr ough
  • Why do f ast gr owi ng compani es par t i ci pat e?• I n 5 year s t i me gr owi ng f r om an annual t ur nover of +/ - € 1, 5 t o € 20 mi o • Devel opment of company and ent repreneur • ‘ Your col l eague ent r epr eneur i s your best advi sor ’ • Leadi ng - best i n cl ass - par t ner s: PwC, de Baak, AKD, Phi l i ps I nnovat i on Ser vi ces and t he net wor k f or gr owt h ent r epr eneur s Por t 4Gr owt h • I ni t i at i ve of Depar t ment of Economi c Af f ai r s,
  • Fi r m sel ect i on cr i t er i a • Ambi t i ous gr owt h ent r epr eneur & owner / deci si onmaker • Gr owt h pot ent i al • I ndependent company • Locat ed i n t he Net her l ands • Tur nover as f r om € 1, 5 ml n & busi ness per f or mance • Commi t ment f or 5 year s
  • The Gr owt h Accel er at or : sound pr i nci pl es and a deep r out ed f ocus on i mpr ovement 5 Senior advice Growth themes Growth coaching Strategic and Personal picture 6 double days including 2 intervision sessions 2 continuing growth days/year 2 continuing growth days/year Growth coaching 1 on 1, 12 hrs/year Growth coaching 1 on 1, 12 hrs/year Growth coaching 1 on 1, 12 hrs/year 6 modules of 1 day /year 2 organisation scans Senior advice 8 hours /year Senior advice 8 hours /year Senior advice 20 hours /year Inspiration sessions 2 Inspiration sessions /year 2 Inspiration sessions /year 2 Inspiration sessions/year Phase 1, Year 1 Strategic picture, Growth strategy, Growth path, Personal picture Phase 2, Year 2&3 “Modules” Phase 3, Year 4 “Scans” Phase 4, Year 5 “Next Growth Phase” Comprises business as well as personal development elements 6 days including media training, pitching, round tables and dragon’s den Growth coaching 6 hrs 2 Inspiration sessions /year
  • Year 1 r esul t s i n a St r at egi c Pi ct ur e of t he f ut ur e st at e of t he company, a gr owt h st r at egy and a r oad map. Day 1 + 2 Introductio n/ Ground rules Day 3 + 4 Day 5 + 6 Day 11 + 12 Day 9 + 10 Day 7 + 8 Morning Afternoon AfternoonMorning Uneven days Evendays IntroPF/HBDI/ Core quadrants/Prototyping Pers ambition/Ext. dev. Strategic picture process Personal picture process Pers. Ambition / external dev. Business Model Canvas part 1 Business Model Canvas part 2 1st version Business Model Canvas Right side canvas Left side canvas 2nd version Business Model Canvas/organization Growth strat. Entrepreneur and management team Analysis and Growth strategy 360 degr. feedback Leadership Growth path Focus year 2 Effective communication Inter- vision Growth path Inter- visie Vit-test Vit-test Kick- off Diner Diner Organi- sation Diner Diner Diner Diner Combination St epwi se appr oach Pr agmat i c model s Cl ear wor ki ng document s
  • Year 1 al so r esul t s i n a Per sonal Pi ct ur e – devel opi ng l eader shi p and management ski l l s  The pr ogr amme put s gr eat emphasi s on per sonal devel opment of t he par t i ci pat i ng company’ s Di r ect or - Manager .  I t st ar t s wi t h a t est t o pr ovi de i nsi ght i nt o t he Di r ect or ’ s per sonal pr of i l e and t he devel opment of a ‘ Per sonal Pi ct ur e’ .  Thi s pi ct ur e const i t ut es wher e t he Di r ect or - Manager sees hi m or her sel f i n f i ve year s i n t er ms of per sonal devel opment and i ncl udes a gr owt hpat h.  Smal l gr oups of max. 5 ent r epr eneur s come t oget her t wi ce a year t o di scuss per sonal i ssues i n sessi ons l ead by moder at or s t o wor k on achi evi ng t he per sonal goal s set i n t he Per sonal Pi ct ur e.  Par t i ci pat i ng ent r epr eneur s al so f ol l ow wor kshops on l eader shi p & management ski l l s dur i ng t he f i r st 3 year s of t he pr ogr amme and ar e accompani ed by a
  • The Per sonal Pi ct ur e, f ocusi ng on per sonal devel opment of t he ent r epr eneur . >The Dy na mi c Gr o wt h Mo d e l f o r Ent r e p r e ne ur s
  • The Dy na mi c Gr o wt h Mo d e l f o r Ent r e p r e ne ur s e x p l a i ne d ( 1 ) 7 Innovat i on & cont i nuat i on Fo r who m wo ul d y o u l i ke t o c r e a t e v a l ue : f o r y o ur s e l f , y o ur e nt e r p r i s e o r f o r t he wo r l d ? And whi c h v a l ue : s us t a i na bi l i t y , e f f i c i e nc y , ( s o c i a l ) i nno v a t i o n o r be a ut y ? Lo o ki ng ba c k a t y o ur wo r k a nd y o ur e nt e r p r i s e , a t whi c h p a r t wo ul d y o u l i ke t o be mo s t p r o ud o f ? 6 Compl et i ng t he Mast erpi ece Ho w i ns p i r i ng a nd p o we r f ul i s y o ur d r e a m, f o r y o ur s e l f a nd o t he r s ? Whi c h i s t he p o l i t i c a l f i e l d o f i nf l ue nc e a nd ho w d o y o u o p e r a t e e f f e c t i v e l y i n t hi s c o nt e x t ? Whi c h d i l e mma ’ s d o y o u ha v e t o o v e r c o me i n o r d e r t o r e a c h y o ur g o a l s ? Wha t a r e y o u p r e p a r e d t o g i v e i n o r d e r t o r e a l i z e y o ur ma s t e r p i e c e ? 5 Fol l owi ng & Leadi ng Why wo ul d o t he r p e o p l e f o l l o w y o u? Ho w c l e a r a r e y o u i n y o ur r o l e a s a n e nt r e p r e ne ur , a l e a d e r a nd a ma na g e r ?
  • The Dy na mi c Gr o wt h Mo d e l f o r Ent r e p r e ne ur s e x p l a i ne d ( 2 ) 4 Connect i ng& t eam Ho w d o y o u o r g a ni z e t he t e a m y o u ne e d f o r g r o wt h? Ho w d o y o u s e l e c t p e o p l e t ha t a r e be t t e r t ha n y o ur s e l f ? Ho w d o y o u ma ke s ur e t ha t y o ur t e a m p e r f o r ms o p t i ma l l y a nd s up p o r t s t he g r o wt h o f y o ur c o mp a ny ? 3 Connect i ng & communi cat i on Ho w d o y o u c o mmuni c a t e wi t h o t he r p e o p l e ? Whi c h i s y o ur p e r s o na l s t y l e ? Wi t h whi c h i mp a c t ? To whi c h e x t e nt a r e y o u c a p a bl e o f bui l d i ng up s us t a i nbl e r e l a t i o ns hi p s wi t h c o l l e q ue s , p a r t ne r s a nd c l i e nt s ? 2 Trust & Saf et y Ho w we l l d o y o u kno w y o ur s e l f ? Do y o u kno w y o ur c o r e c o mp e t e nc e s , p i t f a l l s , c ha l l e ng e s a nd a l l e r g i e s ? Ar e y o u a wa r e o f y o ur p a t t e r ns a nd d e mo ns ? 1 Vi t al i t y & energy Ho w f i t a r e y o u? Ho w ma ny r e s e r v e s d o y o u ha v e ? Ho w muc h e ne r g y a nd v i t a l i t y d o y o u ha v e t o be a f a s t - g r o wi ng
  • Year 2 and 3 pr epar e f or f ast gr owt h t hr ough cont ent modul es I n year 2 of t en sel ect i on of 1 of t hese 2 f undament al f ocusses I n year 2 of t en sel ect i on of 1 of t hese 2 f undament al f ocusses A. Fundament al f ocus: 1. St rat egy and Organi sat i on: 1. 1 Per f or mance and Ri sk Management ( 2x) 1. 3 St r uct ur al and Cul t ur al Change 1. 4 Human Capi t al 1. 5 I CT and Gr owt h 1. 6 Val ue dr i ven l eader shi p 1. 7 Ef f ect i ve l eader shi p 1. 8 Change management 2. Market i ng and Sal es: 2. 1 Ext er nal or i ent at i on and mar ket posi t i on ( 2x) 2. 3 Cl i ent Management and Sal es B. St rat egi c f ocus: 3. Int ernat i onal i sat i on: 3. 1 I nt er nat i onal Cont r act s and Ri sk Management 3. 2 I nt er nat i onal ent r epr eneur shi p 4. Mergers, Acqui si t i on and Part nershi ps 4. 1 Mer ger s and Acqui si t i ons 4. 2 St r at egi c Par t ner shi ps 5. Capi t al and Fi nance: 5. 1 Due Di l i gence 5. 2 Capi t al , Fi nance, and Changi ng Regul at i ons 5. 3 St r uct ur e of shar es and i nvest ment s C. Modul es dependi ng on speci f i c si t uat i ons: 6. 1 Management i n cr i si s I n year 3 of t en sel ect i on of 1 or 2 of t hese st r at egi c f ocusses I n year 3 of t en sel ect i on of 1 or 2 of t hese st r at egi c f ocusses Modul es t hat ar e di r ect l y l i nked t o a speci f i c si t uat i on Modul es t hat ar e di r ect l y l i nked t o a speci f i c si t uat i on
  • Resul t s of mi d t er m eval uat i on ( Januar y 2011) • Subscr i ber s of 2009 gr ew 22% mor e i n t ur nover compar ed t o t he cont r ol gr oup of CBS ( Dut ch I nst i t ut e of St at i st i cs) • Aver age gr owt h of number of empl oyees: 8% more compar ed t o cont r ol gr oup CBS • Gr owt h of t ur nover abr oad: 55% mor e compar ed t o cont r ol gr oup CBS • Devel opment of expendi t ur e t o R&D: 45% mor e compar ed t o cont r ol gr oup CBS