Everyone, whether an individual, a start-up or a multi-national, is looking to better know what, where and how to grow.
Opportunities for growth are often all around us, but they tend to be identified as singular options that fall somewhere within four key growth strategies –
- growing bigger by producing and selling more of the same
- operational clarity, efficiency and cost
- new market segments and/or geographies
- new product developments, adjacencies or acquisitions.
Singular strategies, however, usually fail, principally because growth is almost always necessarily achieved across the whole-organisation, not just within one area. Whole-organisation growth has to be emergent, and must embrace all of four growth principles –
- unique value-creation capability – you can only create what you have the unique capability to create, and you can only grow on your existing capability
- coherence – the whole-organisation must be engaged for there to be operational synergy
- continuous improvement – this is a state of mind at all levels and in all departments, of everyone
- coherence – the whole-organisation must be engaged for there to be operational synergy
- meaning – all stakeholders must be motivated within a shared value-creation purpose if execution is to be strong.
The Twelve has unique experience of mapping the value-creation capability of whole-organisations, principally through our proprietary (but open source) instrument and process, Stellar.
We work with the Board to identify the organisation’s unique value-creation capability, and then we work with both leaders and employees on the process of co-creating growth.
We work particularly with the concept of the sentient company, as being one that lives its uniqueness. The company that fails to optimally live its uniqueness will tend to fare unsuccessfully in our world of complexity, unable to deal properly with the unpredictability and uncontrollability that characterises our modern business environment.
