Fewer, bigger, bolder
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Transcript of Fewer, bigger, bolder
Sanjay khosla worked with Unilever in India, Fonterra and Kraft. Mohanbir Sawhney is a Professor at Kellogg's Business
school.
A refrain you hear in every company is “we are doing too much", 'we are stretched too thin', 'we are drowning in routine’ and ‘we have become too complex’
When you look at sales, look at the quality of sales, how sustainable is it? Quality growth builds on itself.
Key principles for growth
• Do less, make fewer bets.
• Be bold, focus on highest potential initiatives.
• Simplify and keep costs low
• Execute, keep testing and refining.
• Unleash people, give them resources and authority.
Sustainable growth is not something you get into overnight. It is a journey that requires continuing effort.
Each extra move seems logical when made, but expansion without focus leads to disappointment. Capabilities get stretched and complexity increases faster than revenues.
After a while, expansion becomes expensive and brand managers tend to binge like junkies on variants etc.
On the other hand, deleting is simple, you can stop doing something stupid faster than you can start something new.
It is never about doing more, it is about doing things better. Focus needs simplicity in strategy and clarity in execution.
Workshops have become the staples of the business world. With numbing power points, paper lists tacked to the walls, workshops provoke silent groans.
Leaders play a key role as catalysts in discovery, but they need to step back and let the teams drive the discovery process.
No company is an island and it has to build collaborative relationships in the eco system. That can be a powerful lens for growth.
Innovation has three Ms. : Momentum ( winning potential), margin ( profit potential) and materiality ( revenue potential)
Innovation should always ask-how big is the potential, what resources do we need and what time frame of advantage do we have?
Good people have four essential qualities – passion, team players, transformational and are dissatisfied with the way things are.
Under the right circumstances, leaders should focus on defining ambitious goals and then let their managers and teams figure out the answers.
The most important lesson about metrics, is that simpler your metrics, the better the chance of execution.