Our Point Of View Print

We believe that growth and innovation can be managed like any other business discipline. At its core, this process involves discovering new high potential opportunities; working out how to implement them; and managing the associated risks.

In helping our clients think through how to apply their capabilities to capture opportunities associated with new markets, products, services and business ventures, we use a few simple lines of enquiry:

  • What unrealised potential is there in the existing business?
  • Do any adjacencies offer commercially plausible possibilities?
  • Should more “radical” departures from the status quo be considered?

Optimising the existing business largely boils down to a question of focus and better execution

  • Improved customer experience at every “touch point” (better buying, delivery, follow-up and support)
  • Better customisation along multiple dimensions (e.g. simplicity, affordability, accessibility, functionality, bundling) to match an increasingly granular market segmentation.
  • New sales channels, refocussed sales efforts, improved sales skills, and better sales processes (e.g. account management, lead generation, up-sell and cross-sell)
  • More sophisticated brand building, marketing and pricing
  • Better supply chain co-ordination (sourcing, logistics, CRM etc.)



Expansion into adjacencies can provide a logical and sequential step-out from the original core business.

Steps out from the original core business



More radical departures from the status quo should be managed as part of a portfolio of growth and innovation initiatives.





NEW




Business
Platform





EXISTING

 

 
Quadrant III

Direct moves which take a business into new profit pools where its core competencies can add value
Quadrant IV

Capture value by creating a new industry or disrupting the competitive structure of an existing industry

Purchase options in inherently unpredictable markets without making big investments ahead of their time
Quadrant I

Expansion within familiar profit pools where existing skills can add value

Low operating risk but significant danger of over-investing and running out of opportunities


Quadrant II

Extend and add skills around current products or functions to build a new business

Initiate a series of sequential moves to enter new markets without over-reaching current capabilities
EXISTING
NEW
Organisational Competencies