Kevin Chenoweth is presenting on organic and inorganic growth strategies. The presentation covers:
1. Organic growth involves extending the core business, building emerging businesses, and creating future growth options. Successful organic growth requires involvement across the company and a focus on execution.
2. Inorganic growth can provide access to new distribution channels, customers, and competencies through acquisitions. However, it also brings risks around cultural integration and management retention.
3. Both organic and inorganic growth require careful planning and the right framework. Metrics must be closely tracked for organic growth, while due diligence and governance are crucial for inorganic deals. Maintaining culture and leadership is important for long-term sustainable growth.
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
13 commandments for crafting successful business strategiesDr Wilfred Monteiro
Most upcoming enterprises are so caught up in fulfilling targets for the next quarter that they have no time to plan and analyse and think of LEVEL NEXT as the achievement platform...here are some useful tips to plan strategically
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
In today’s connected, global business
environment, operational leaders have greater visibility of regulation and changes in market structure - presenting strong potential for driving business value.
'Operations power performance: Managing risk and delivering value', an EIU report sponsored by Broadridge, examines the ways in which operational units are contributing business value.
Read more>> bit.ly/OpP14
13 commandments for crafting successful business strategiesDr Wilfred Monteiro
Most upcoming enterprises are so caught up in fulfilling targets for the next quarter that they have no time to plan and analyse and think of LEVEL NEXT as the achievement platform...here are some useful tips to plan strategically
Chapter 11 Managing Change and InnovationRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
Knowing our true organic growth rate is important
It represents how well we are converting historical investment into wealth
It tells us where we should invest in the future (which product, what customer, which supplier relationship, what sales channel)
The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Knowing our true organic growth rate is important
It represents how well we are converting historical investment into wealth
It tells us where we should invest in the future (which product, what customer, which supplier relationship, what sales channel)
The Agile Strategy Planner is a brand new tool that enables you to create a dynamic strategy.
It acts as a bridge between strategic intent—that is, your vision, strategic priorities and core objectives—and detailed implementation. It allows you to take your intentions and to rapidly prototype what these might look like in reality. As you visualise how one objective impacts another, you'll quickly be able to see whether your strategy is realistic and if you need to scale back your plans or can in fact afford to be even more ambitious.
The Agile Strategy Planner works for all kinds of organisations—from software to services, corporates to charities, and everything in-between.
As a tool, it is agile, flexible, collaborative, transparent, easy to use and visual. Using it creates focus, clarifies direction, aids leadership, improves communication, increases engagement and ensures action.
Free downloads for both the 3-year and 5-year planner are included in the presentation, so why not get started today?
Leveraging Design Thinking for Value Enhancement of Digital Transformation Innomantra
EXECUTIVE SUMMARY
Digital Transformation has been making waves and has found widespread recognition in most industries. What started as a driver of marginal efficiency is now rapidly shifting to become an enabler of fundamental innovation and disruption within an organization. The scope and scale of digital-driven change continue to grow immensely. However, organizations are still grappling with the nuances of the journey of digital transformation implementation, its implications or its impact. Digital transformation is not about adopting technologies but having an integrated approach involving people and leadership.
This white paper presents the context of digital transformation in manufacturing organizations. It redefines the process to incorporate important aspects such as breaking the silos, rescoping the challenge/ objectives, having an iterative approach and using design thinking to better understand the value implication of such an exercise. Case studies from clients have been used to illustrate the same.
Keywords: Design Thinking, Industry 4.0, Manufacturing industries, Smart factory, Value Assessment, Digital Transformation, Value Implementation
Final Semester project on Leveraging Data Analysis for Sales Department using prescriptive and predictive analytics. Predictive analytics using Neural Network and Logistic Regression in R language.
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
The second presentation in a 3 part series on Fast and Sustainable Business Growth - how to thrive, not just survive regardless of the economy.
The Course Forward is hazardous, but staying put is worse. …Applied Knowledge is Power
Access The Science of Small Business Growth to maximize your current operations.
This will go into the minute details of growth and scaling, examining its unique features, advantages, and considerations.
Successful start-ups that grow and scale quickly are known as “unicorns” or “billion-dollar companies” .
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
From defensive to offensive growth during the pandemic generated by COVID-19Constantin Magdalina
It is now the time to prepare for the next phase. Industries that have been in the status quo for a decade are now wide open to transformation. Companies that move quickly and decisively will win.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
BIO 2014 Business Dev Fundamentals Course_Strategic Alliances_MWYoung 140620 Michael W. Young
Biotechnology Industry Organization 2014 Annual Conference - Business Development Fundamentals Course_Strategic Alliances Module.
FACULTY: Michael W. Young, Principal, biomedwoRx: Life Sciences Consulting LLC.
www.biomedwoRx.com
From defensive to offensive growth during the pandemic generated by COVID-19Elena Badea
Mitigating the highest risks is crucial from an operational point of view as well as from a cash flow point of view. This is a continuous effort. Short-term liquidity and solvency actions are essential.
1. 1
• Level 4 Consultant Presentation
Kevin Chenoweth
Day Nine Executive Presentation
2. About Me
2
• Hobbies
– Running - Basketball/Outdoors - Music
• Values
- What you see is what you get - Detail Oriented
Day Nine Executive Presentation
3. Organic vs. Inorganic Growth
Evaluation and Success Factors
3
Agenda
– Increasing Value through Organic Growth
– Organic Growth Framework
– Successful Organic Growth
– Increasing Value through Inorganic Growth
– Inorganic Growth Framework
– Successful Inorganic Growth
Day Nine Executive Presentation
4. Increasing Value through Organic Growth
The first is to extend and defend it core business. This is critical for near-term performance and, oftentimes, too
much of a focus. Successfully growing through requires very strong operational managers and leadership.
The second foundation is to build emerging businesses. The objective is to drive or invest in ventures that leverage
or replicate the existing business model and capabilities. Successful navigation requires entrepreneurial members
and business builders.
The final foundation focuses on creating viable options for future growth. This requires input from “visionaries”
and unconventional thinkers.
Companies must evaluate the industry and their competitive situation to comprehend the best path
to optimum growth.
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5. Organic Growth Framework
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Gillette experienced 4%
annual declines over 5 years
before a new CEO focused
on its core businesses.
1) Full company Involvement in
Strategy
2) Stayed Focused and saw “Big
Picture”
3) Instilled corporate Standards
4) Established Center of Excellence
for growth initiatives
5) Found growth markets and
distribution channels
Outcome: Return on
Capital rose from 20% to
30%
Source: Harvard Business Review “Creating an Organic Growth Machine”, 05/2012
Growth Challenge All companies are faced with the challenge of achieving
sustainable growth. A successful company must navigate across
3 growth platforms which involve both optimizing the existing
core business and creating new ones.
Traditional Strategy
Thinking
Focus and thinking of traditional growth strategy frameworks,
such as Porter’s Five Forces and the GE-McKinsey Matrix is
integral to this and it often takes place at the Executive level.
Modern Strategy
Thinking
Modern Growth Strategy occurs across all levels of a company.
Individuals will be implementing the strategy across industry
lines, market positioning, and resource identification.
Growth Strategy
Project
An approach to strategy development in which specific work
streams, activities, and deliverables are identified for each
phase of the project. This is the same approach to conducting a
growth strategy engagement used by many strategy consulting
firms.
6. Successful Organic Growth
1. An Elevator Pitch Model
“High growth companies have a simple, understandable business model that their employees
can understand and execute—none has a complex or sophisticated strategy.”
2. Instill a “Small Company Soul” into a “Big Company Body”
“High organic growth performers have a small-company soul housed in a big-company body.
A small company soul is entrepreneurial, with employees having ownership of the customer,
being held accountable for results, and sharing in the rewards of those results.”
3. Measure Everything
“One of the six keys to building a consistent high organic growth company is measurement—
of everything. The 22 companies on the organic growth index (OGI) list track a variety of metrics
—financial, operational, behavioral—to understand which areas of their business are not
performing as efficiently as possible, and then they take action to shore up those numbers.”
Source: THE ROAD TO ORGANIC GROWTH., Edward Hess
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7. Successful Organic Growth
6. Be an Execution and Technology Champion
“The high-organic companies generally do not have unique strategies, products, or services, nor are
they market-leading innovators. But they are execution champions—day after day, they have figured
out how to get consistent high-quality performance from their people. These companies use
technology to drive efficiencies across their value chain. To them, technology is not a service function;
it is an operational function.”
4. Build a People Pipeline
“All the high-growth companies have a high management and employee retention,
high employee loyalty, and high employee productivity as compared with their
competition. Employees in these companies ‘own’ their results and their careers,
and most even own part of the company. These companies’ management teams
are frequently home grown, with long company tenures.”
5. Leaders are Humble, Passionate, and Focused Operators
“Rather than being overly confident about their success, at high organic growth companies,
leaders are frequently paranoid about complacency, arrogance, and hubris. Although many
leaders are very wealthy, for the most part, you would not know this from their dress, their office,
their demeanor, their attitude, or any outward appearance. Few of the leaders, if any, take
credit themselves. There is a sincere respect for line workers, where many had begun their
careers.”
Source: THE ROAD TO ORGANIC GROWTH., Edward Hess
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8. Increasing Value through Inorganic Growth
1. Ready Distribution Channel
Existing channels and customers exist vs. New ones
2. Government Contracts/Tenders/Federal Regulation
Failure of Comcast/Time Warner merger
3. Labor Intensive vs. Capital Intensive Industry
Comparison of Hotels vs. Airlines
4. Speed to Market
Time to build capability vs. buy it (Intel VOIP Capability)
5. Access to competencies/teams/Intellectual
Property
Ability to grow internal IP vs. acquire IP (First Mover)
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Source: www.statista.com/statistics/Volume-of-mergers-and-acquisitions-worldwide
9. Inorganic Growth Framework
1. Right Partner: Identification of the best partner for your business and their risk
2. Valuation: Place an Emphasis on future performance which may not be corroborated to
historical trends
3. Management Control: Consider the Owner vs. Manager rights
4. Negotiation: How will negotiations occur and final decisions be made? Top Down or Bottom Up
5. Corporate Governance: What will the level of governance be? A perception of regular
Management Information System reporting and compliance may be seen as a hindrance rather than a
value addition
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10. Successful Inorganic Growth
1. Agree on future valuation on broad basis
2. Management Controls: Composition and key positions
3. Protection Clauses: Non-compete; Intellectual Property
4. Pre-emptive rights to purchase and its methodology
5. Advisory team with SME knowledge
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11. Pros and Cons of Growth Strategies
Organic Growth
Pros: Consistent Cultural Fit
Consistent Leadership
Consistent Direction and Strategy
Cons: Inability to be market leader or First Mover
Time to develop internal IP/Teams
Belief of Self Sufficiency
Inorganic Growth
Pros: Acquired Distribution channels
International Expansion
Expanded Infrastructure
Cons: Conflicting Value Sets
Management Retention
Illusion of value creation/Brand Management
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