By Patrick Viguerie
Whereas progress is a best precedence for corporations of all sizes, it may be super tough to create and maintain—especially in today’s aggressive enterprise surroundings. The Granularity of development will placed you in a greater place to be triumphant because it finds why development is so vital, what allows convinced businesses to develop so spectacularly, and the way to make sure that progress comes from a number of assets as you're taking either a wide and a granular view of your markets.
Read Online or Download The Granularity of Growth: How to Identify the Sources of Growth and Drive Enduring Company Performance PDF
Similar systems & planning books
Positive Leadership: Strategies for Extraordinary Performance
Introducing a brand new management box of an identical identify, optimistic management provides a concise, obtainable and sensible consultant to thoughts which may aid leaders succeed in past traditional luck to accomplish outstanding effectiveness, miraculous effects, and certainly deviant functionality. confident management relies on analyses of enterprises that experience accomplished degrees of good fortune which are unparalleled.
Traits wie der demografische Wandel, technisch-ökonomische Entwicklungen sowie der gesellschaftliche Wertewandel stellen Arbeitgeber wie Arbeitnehmer vor nicht unerhebliche Herausforderungen. Eine Lebensphasenorientierte Personalpolitik rückt nicht nur die Lebens- und Berufssituation der Beschäftigten in den Fokus, sondern hat auch die betrieblichen Belange im Blick.
- The State of Resistance: Popular Struggles in the Global South
- Business Wargaming
- Project Portfolio Management: A Practical Guide to Selecting Projects, Managing Portfolios, and Maximizing Benefits (Jossey-Bass Business & Management)
- Get it done!: a blueprint for business execution
Extra resources for The Granularity of Growth: How to Identify the Sources of Growth and Drive Enduring Company Performance
Example text
But these averages conceal quite startling differences in the performance of individual players. Take inorganic growth: the top performer managed to notch up a CAGR of 13 percent, while its weakest peer turned in a negative CAGR of –2 percent. Similarly, companies varied widely in terms of portfolio momentum (a range of 2 to 18 percent) and share gain (from –6 to 5 percent). Growth for the average large company These numbers are all very well, you might think, but what do they tell us? indd 37 2/20/08 11:29:13 AM 38 THE GRANULARITY OF GROWTH we can reach any useful conclusions about where companies tend to get most of their growth.
Wireless grows more quickly than wireline does, for example, and even within wireless and wireline there are significant variations. Wireless is growing more slowly in western Europe than in eastern Europe. Within wireline, broadband internet is experiencing rapid growth and voice is declining. In addition, the degree of exposure to fast-growing markets outside Europe varies from company to company. So within the European telecom industry as a whole, different companies have made different portfolio choices that have given them different levels of exposure to growth segments and countries.
4 percent per year to the average company’s growth trajectory. This is interesting news given that gaining share organically through superior execution is precisely what many management teams dedicate their efforts, planning, and tactics to achieving—sometimes to the exclusion of all else. This poses a couple of questions. First, isn’t it only to be expected that the average company neither gains nor loses market share, since market share is a zero-sum game? Digging deep into our database, we find there are share gainers and losers, but few companies exhibit significant and sustained share gain, and those that do tend to have compelling business-model advantages.