Post by eti800 on Feb 11, 2024 23:57:12 GMT -5
The path of renewal What repeatedly prevents your company from growing? Is it the competitive scenario that we have had to live in? Or is it rising consumer expectations? The digital disruption ? The constant pressure on the margins? Or do you have a new partner in your company who demands a drastic reduction in costs? It doesn't matter. Welcome to the new normal. No matter what type of company you are, or the geographical area in which you operate, in today's interconnected and digitally disintermediated market, you must focus as much on controlling costs as on increasing revenue. In fact, like trees, there is no sustainable growth without selective and deep pruning. Cutting to grow does not mean laying off, eliminating or reducing, but rather has a more strategic meaning. Trimming to grow means preparing. It means aligning your resources and, therefore, your cost structure, to a growth strategy focused on the suitable businesses, lines of work and capabilities to effectively execute the established roadmap. Train to grow Trimming to grow also means training.
Training each growth strategy carries with it the need to identify the resources necessary to compete efficiently and effectively. This training is made up of three routines that must be repeated and constantly considered during the execution of the strategy: Focus on the capabilities that differentiate us and make us better. Align our cost structure to those capabilities. Create the best organization to grow. Focus Denmark Email List on what makes us different We must be able to create an identity for our company based on what we really know how to do very well, better than the competition. Knowing what we are good at is the basis for being able to grow. They are usually a combination of processes, tools, knowledge, skills and organization. Knowing what we are good at, we must base our strategy precisely on that. We will have ensured that all employees identify with the objectives and know the direction of work, the direction of growth. Many companies fail to establish this focus. We can detect it when we observe that talent is busy with multiple urgent and priority tasks, which, far from responding to the strategy, are lost in an ocean of routine and endemic distractions. Align costs with strategy A company that has aligned its costs with its strategy presents the following three symptoms: All departments spend the.
Trying to be the best in the class, understanding as a class, their sector. They spend enormous amounts of money to become the example of their sector, to be the best department of human resources, innovation, marketing ,... And, indeed, a large part of the activities they carry out to seek excellence have nothing to do with nor do they contribute to the company's strategy. Legacy programs, which have a poor impact on revenue, continue to be funded. They are the embodiment of the famous phrase “we have always done it this way.” Many times, new ideas cannot be provided with resources, because these are intended to do things "as usual." The budget is basically “the same as last year plus 3%.” It is evident that there is little strategic reflection in this way of acting and, if there is, there is no thought of growth. Organize to grow If the organization is not designed for growth, we will quickly notice how inefficiencies proliferate and decision-making becomes blurred and transformed into uncertainty. Bureaucracy can consume the reaction time necessary to face changes in our sector. And, it is already known, that whoever reacts or is slow to adapt, dies and disappears. At the base is.
Training each growth strategy carries with it the need to identify the resources necessary to compete efficiently and effectively. This training is made up of three routines that must be repeated and constantly considered during the execution of the strategy: Focus on the capabilities that differentiate us and make us better. Align our cost structure to those capabilities. Create the best organization to grow. Focus Denmark Email List on what makes us different We must be able to create an identity for our company based on what we really know how to do very well, better than the competition. Knowing what we are good at is the basis for being able to grow. They are usually a combination of processes, tools, knowledge, skills and organization. Knowing what we are good at, we must base our strategy precisely on that. We will have ensured that all employees identify with the objectives and know the direction of work, the direction of growth. Many companies fail to establish this focus. We can detect it when we observe that talent is busy with multiple urgent and priority tasks, which, far from responding to the strategy, are lost in an ocean of routine and endemic distractions. Align costs with strategy A company that has aligned its costs with its strategy presents the following three symptoms: All departments spend the.
Trying to be the best in the class, understanding as a class, their sector. They spend enormous amounts of money to become the example of their sector, to be the best department of human resources, innovation, marketing ,... And, indeed, a large part of the activities they carry out to seek excellence have nothing to do with nor do they contribute to the company's strategy. Legacy programs, which have a poor impact on revenue, continue to be funded. They are the embodiment of the famous phrase “we have always done it this way.” Many times, new ideas cannot be provided with resources, because these are intended to do things "as usual." The budget is basically “the same as last year plus 3%.” It is evident that there is little strategic reflection in this way of acting and, if there is, there is no thought of growth. Organize to grow If the organization is not designed for growth, we will quickly notice how inefficiencies proliferate and decision-making becomes blurred and transformed into uncertainty. Bureaucracy can consume the reaction time necessary to face changes in our sector. And, it is already known, that whoever reacts or is slow to adapt, dies and disappears. At the base is.