1. Leading at the Speed of Growth
Continuous Growth,
Avimanyu (Avi) Datta
Doctoral Candidate, College of Business
Washington State University,

2. Continious Growth Reinventions in the company.
Successful firms reinvent themselves. Eg. IBM, HP, starbucks, Amazon, Intel, Apple
Complex organization
Alliances, mergers, IPO
Continuous Growth
Widespread acceptance of its products
Gain Significant share in its market
Try to be a market leader
New Hires challenge in integrating them
Rapid Growth
Sales Driven
New or different Product launch to capture market
Fast faced, flexible, chaotic and Aggressive
Initial Growth
Figuring out what products or Services to offer
Startup

3. Company Goal Dominate the Industry Jump to the Next Curve
Move to a whole new level of success by changing the growth strategy and reinventing how the company operates.
Expand to new markets and grow niches in current market.
Add product and services to provide “total solutions” to customers.
Brand company and its people as thought leaders
Jack Welch of GE, Groove of Intel, Bill Gates, Larry Ellison, Steve Jobs

4. Strategies to reach those goals
New Product Development
Alliances
Mergers and Acquisitions
Spinning off a subsidiary (may cannibalize core business)
Significant funding with an IPO and or Corporate partnerships

5. Company Characteristics
Organization has grown significantly and has the potential to be an industry leader.
Competitive threats, customer demands, and technology changes pose ever more complicated challenges.
The company has outgrown its plan and infrastructure.
The company is executing or considering, new growth strategies: acquisitions, alliances, IPOS, spinoffs, new product lines, etc.

6. Red flags
As you spend more and more time outside the company (alliances, networks, partners), you worry about the management teams ability to run the company without you.
You need to solve much more complex problems.
Too much turbulence.
Wonder if you need a Chief Operations Officer (COO)?
Having a hard time convincing employees the urgency of the demands for fundamental change, growth strategy etc.

7. Red flags
Essential for the company to change against the risk of too much of chaos if changes are implemented.
Feeling that despite your efforts to communicate, mangers don’t get the decisions.
People accuse you of micromanaging
Keeping entrepreneurial culture is impossible .
Trusted people are leaving the company

8. Dangers if you don’t change
Company will start to spin its wheels and lose focus on the big picture
New Competition will erode your market share; revenue and profit will fall.
Crisis Mode

9. Key leadership Roles Dominate the Industry
Continuous Growth
Change Catalyst/ Organization Builder/ Strategic Innovator
Turbulence
Rapid Growth
Lead the Market
Team Builder/ Coach / planner/ Communicator
Turbulence
Initial Growth
Drive Sales
Delegator/ Direction setter
Develop product
Startup
Doer/ Decision Maker

10. Critical Responsibilities
Recognize the need for fundamental change and proactively lead the discovery and implementation of strategic plan for achieving new growth.
Develop the executive team so that each member becomes a company leader; empower the team run day-to-day operations while you focus on the strategic issues.

11. Critical Responsibilities
Establish a network of teams for bottom-up planning and operations.
Provide the company with an objective, expanded view of the external environment.
Find and develop high-level partnership and relationship to leverage for growth.
Use a written set of core values to guide everyone’s behavior; devise reward and recognition to reinforce these values.
Establish systematic processes to consistently promote the 7Cs of culture

12. 7 Cs of Culture
Customer and Market Focus
Making sure everyone fully understands customer requirements and meets its current and future needs. Also predict future needs accurately.
Communication
Consistent two-way channel, across the organization. Make sure everyone knows what is expected of him/her. Everyone has enough information to make good decisions.
Collaboration
Coordinate both functional and cross-functional teams and work effectively to accomplish mutual goals, solve problems, and move the company toward its vision.
Creativity
Continually tap people’s brainpower with systematic methods for defending new opportunities and problems; challenge established practices; manage and develop ideas; and generate fresh innovative viable solutions.

13. 7 Cs of Culture…Contd Continuous Learning
Use Knowledge, information, experiences and feedback to build skills and increase the effectiveness of individual and corporate performance
Change Management
Anticipate and use change for gain; encourage experimentation and create change
Constructive Leadership
Require the CEO and all managers to align people and decisions and mission and goal, develop talent, build relationships and motivate for maximum performance.

14. Personal Changes to make in your leadership role
Spend all your time working on the big picture, not the day to aspect of the business.
Step out of operations, create networks with other firms. Strategy is the main focus.
Hold you team accountable for sharing strategic leadership with you.

15. Personal Changes to make in your leadership role
Push for the continual reinvention and periodic planning and reorganization required for new growth
Redefine and constantly develop the culture that will attract and retain the best performance.

16. Questions/ Comments