麦肯锡-公司增长的思考.ppt

Thinking about Growth
Technieken van Strategische Analyse
Prof. Wouter De Ploey
I. Why grow
II. The evolution of growth portfolios
III. What great growers do
Profitable growth drives principal business objectives
Organisational vitality
Competitive sustainability
Shareholder value
Job creation
Value-creating revenue growth drives principal business objectives. Growth is not an end in itself.
‘Growth is pure oxygen. It creates a vital, enthusiastic corporation where people see genuine opportunity. They take bigger chances. They work harder and smarter. In that way growth is more than our single most important financial driver, it’s an essential part of our corporate culture. It’s why so many talented leaders want to work for PepsiCo rather than lots of other fine corporations.’
Wayne Calloway, former PepsiCo CEO
Growth anisational vitality
Three key concepts
Balancing growth across 3 Horizons
Building businesses through a staircase of initiatives
pany as a portfolio of staircases
Concurrent management across 3 Horizons
Time frame (years)
Profit
Horizon 3
Create viable  options
Horizon 2
Build emerging businesses
Horizon 1
Extend and defend
core businesses
3 Horizons of growth
Horizon 1
Extend and defend core businesses
Horizon 2
Build emerging
businesses
Horizon 3
Create viable options
Types of
businesses
Core businesses underpinning
current profitability
New businesses and extensions of existing businesses fuelling revenue growth
Options to build future businesses
Management
imperative
Unlock
incremental growth, then manage for value as the business declines
Exercise options,
assemble required
capabilities, and drive
business-building
initiatives
Source options (ideas,
relationships, assets) for future growth and test viability of business concepts
Primary focus
Bottom-line performance
and profitability
Top-line growth and
capital efficiency
Future potential and
robustness across
multiple scenarios
Balanced g