For Growth to be sustainable, companies must adapt growth strategies and imperatives. This presentation explores the horizons of growth, the pathways available to executives in organisations and how to build resilient muscle to sustain growth.

1. BUILDING MUSCLE TO POWER SUSTAINABLE
RESILIENT GROWTH
LEAD LOCAL THEN GO GLOBAL
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 1

2. THE THREE HORIZONS OF GROWTH
ASSESSING GROWTH OPPORTUNITIES WITHOUT NEGLECTING PRESENT PERFORMANCE
Horizon one represents core
businesses most readily
identified with the company
name and that provide the
greatest profits and cash flow.
The focus is to improve
performance to maximize the
remaining value.
Horizon two encompasses
emerging opportunities,
including rising entrepreneurial
ventures likely to generate
substantial profits in the future
but that could require
considerable investment.
Horizon three contains ideas for
profitable growth down the
road—for instance, small
ventures such as research
projects, pilot programs, or
minority stakes in new
businesses.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 2

3. THE THREE HORIZONS OF GROWTH
Companies must
expand the core of the
business
• Capabilities
• Capacities
• Acquisitions
Build to a sustained
consumer focus and
commitment
Expand into
adjacencies
• Innovation
• New categories
• New geographies
They must ignite
breakout business
ideas
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 3

4. PATHWAYS TO EXTRAORDINARY GROWTH
WHAT LEADERS MUST DO
Leaders who build
sustainable growth
focus on the important
growth imperatives:
•Optimise their core business
•Develop a long-term holistic
growth blueprint
•Match funding actions to
their growth aspirations
Leaders who build
resilient growth invest
consistently in resilient
growth initiatives:
•Explore innovation and
adjacent markets
•Ignite breakthrough
business ideas
•Match funding actions to
their growth aspirations
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 4

5. IMPERATIVES FOR GROWTH
Focus on Your Core
• Grow where you know.
Focus on growing where you
have an ownership
advantage.
• Be a local hero.
Commit to winning on the
home front.
• It’s ok to shrink to grow.
Ruthlessly prune your
portfolio if you need to.
Maximise Returns Potential
• Put competitive advantage
first.
Start with a winning,
scalable formula or indicator.
Focus on getting higher
than average returns on
invested capital.
• Turbocharge your core.
Focus on growth in your
core industry – you can’t win
without it.
• Prune slow-growing parts of
your portfolio and reinvest
the proceeds into news
areas.
Look Out for Change
• Make the trend your friend.
Prioritize profitability, and fast-
growing markets.
Expand to maintain or increase
your exposure to fast-growing,
profitable segments.
• Don’t be a laggard.
It’s not enough to go with the
flow –outgrow your peers.
Build a strong module to
outgrow your industry.
• Look beyond the core.
Nurture growth in adjacent
business areas.
Grow or diversify into adjacent
industries.
Leverage Strengths to Expand
• Go global if you can beat local.
Expand internationally if you
have a transferable advantage.
• Acquire programmatically.
Combine healthy organic growth
with serial acquisitions
• Build organisational capabilities
and establish best practices into
every stages of the M&A process,
from strategy and sourcing to
due diligence and integration
planning.
Organisations that outgrow and out-earn their peers draw on some key
imperatives;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 5

6. GROWTH TRIPLE PLAY
Develop new campaigns,
new products, and use
innovative ways to serve
consumers, and more.
The addition of granular
data and analytics can
unleash creativity more
effectively to drive deeply
personalized customer
interactions using iterative,
test-and-learn approaches.
Creativity
Our organization considers
digital innovation and
analytics as critical to build
a sustainable competitive
advantage.
Creating moments that are
meaningful for customers
requires analytical
horsepower and precision
to discover customer
intentions, interests, and
unmet needs
Analytics
Purpose linked to creativity
and analytics helps
companies recognize the
opportunities that are
going to resonate most
deeply with customers.
Understanding the power
of purpose will help you
weave it into the culture,
creating a recognizable
sense of mission for
customers, employees,
Purpose.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 6

7. HOLISTIC GROWTH BLUE PRINT
A holistic growth
blue print consist
of three elements
A bold aspiration and an
accompanying mind set
The right enablers embedded in
the organisation and
A clear pathway in the form of a
coherent set of growth initiatives
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 7

8. BUILDING RESILIENCE MUSCLE
 The new approach to resilience emphasises growth-oriented
strategies over defensive stances toward competitors.
 It focuses on creating a flexible system that orients and adapts more quickly
to environmental disruptions and changes.
 The resilience muscle is strengthened through three key actions: Prepare,
Perceive, and Propel.
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 8

9. PATH WAYS TO BUILDING A RESILIENCE MUSCLE
• Design flexibility: Invest to create viable alternatives, for instance, having multiple suppliers across several
geographies.
• Build Buffers: Add redundancy by increasing product safety factors or keeping higher stock levels for critical
resources.
• Strengthen Networks: Invest in building relationships and increasing the strength and breadth of networks.
Prepare
Invest ahead of large disruptions to reduce impact magnitude and speed. Done in
three ways:
• Sense early: Build a planning capability that accelerates uncertainty by creating scenarios and options and
analyse possible second-order implications, laying the basis for bold action.
Perceive
Sense early, orient and move ahead immediately after a disruption hits. Done in two
ways:
• Establish a nerve centre: Build a mechanism to ensure organizational continuity and effective response amid
extreme uncertainty, across multiple levels of governance during disruptions (e.g, Board, Executive Team,
Operations Teams)
• Accelerate and improve: Move from rapid response to strategic actions to establish a new baseline after
disruptions.
Propel
Ensure immediate response and pivot to accelerate out of disruption. Done in two
ways;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 9

10. FACTORS DEPICTING A RESILIENCE MUSCLE
• Financial strength (cash reserves, a flexible cost base, and profitability)
• Organizational flexibility
Prepare
Two equally important dimensions of resilience are:
• Forward-looking
• Anticipating disruption rather than simply reacting
• Continuously learning and amending based on experience
Perceive
Resilience for organizations means being Resilience for organizations means being:
• Embrace digitalised business models
• Business portfolio changes
• Decisive adaptations to the business model through divestments and reinvestments
Propel
Adapting more flexibly in economic slumps and pivoting faster to meet the
resurgence in demand requires that firms;
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 10

11. FACTORS AFFECTING A RESILIENCE MUSCLE
Business, Societal and Economic Resilience are
Interlinked
Business resilience
(Purposeful Company Growth)
• Financial strength
• Operational resilience
• IT resilience and digital trust
• Organisational resilience and
leadership
• Market position and
geographic footprint
• Environmental, societal, and
regulatory alignment
Economic Resilience
(Sustainable GDP Growth)
• Monetary and fiscal policy
• Labour and financial markets
• Trade, energy and industrial
policy
• Climate change and
environmental policies
• Regulation and governmental
policies
Societal Resilience
(Inclusive growth)
• Social welfare and policies
• Education
• Healthcare
• Economic development
• Crisis response
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 11

12. CONCLUSION
For Growth to be sustainable companies must
adapt growth strategies and imperatives
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 12

13. THANK YOU
DEVELOPED BY ABDUL-KARIM ASUKU & M HARRY YAMSON 13