0. September 20th 2013 – Montreal
Understanding growth
September 20th 2013 – Montreal

1. Organizations have a limited natural life span
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
Organizations have a limited natural life span
Impact
Startup
Growth
Maturity
Time

2. Healthy organizations renew across three horizons
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
Healthy organizations renew across three horizons
Horizon 3
Create viable options for the future
Horizon 2
Build emerging opportunities
Horizon 1
Extend and improve core activities

3. How healthy are your horizons?
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
How healthy are your horizons?
Horizon 1: ?
Delivering against mission?
Sustainable cost structure?
Stable or growing revenue?
Reasonably safe from external shocks? ?
Horizon 2:
Initiatives that could become as big as current core?
Initiatives gaining momentum?
Attracting talent? ?
Horizon 3:
Leadership dedicating real time to new opportunities?
New ideas markedly different than last year’s list?
Ideas started in concrete, measurable first steps?

4. Six unhealthy (but common) patterns
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
Six unhealthy (but common) patterns
Losing the right to grow
Under siege
Running out of steam
Ideas but not building business
Inventing a new future
Failing to seed for the future

5. Overcoming inertia Achieve operational excellence
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
Overcoming inertia
Earn the right to grow
Achieve operational excellence
Cut out distracting/low potential activity
Build confidence of stakeholders
Build the resolve to grow
Gain senior team commitment
Set higher aspirations
Remove organizational barriers
Search for new opportunities
Create expansive mindset by redefining who you serve and how
Explore “seven ways to grow”

6. Building momentum Build new ventures in small measured steps
Staircases to growth
Build new ventures in small measured steps
Assemble or acquire new capabilities with each step
Active adaptation
Adapt the organization model as new ventures are launched and rolled out
Cocooning
Protect and nurture emerging new ventures

7. Staircases to growth Aspiration Existing capabilities New capabilities
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
Staircases to growth
Aspiration
Existing
capabilities
New
capabilities
Required future
capabilities
Organization capabilities

8. One key is identifying your growth talent
TOR-TOR-Growth-ZXS206-Aug JCmw-Timken Executive Retreat
One key is identifying your growth talent
Horizon 1
Horizon 3
Horizon 2
Operators (Horizon 1)
Analyze, plan, control
Minimize risk
Focused on current operations
Think linearly
Inside-out; product-based
Determine why things won’t work
Sustain current position
Growers (Horizon 2 & Horizon 3)
Do it, try it, fix it - experiment
Take risks
Create a whole new budget
Think laterally
Outside-in; market-based
Understand how to make it work
Sustain growth