RGM

The lead article in the April 4, 2005 edition of Working Knowledge, a publication of Harvard Business School, entitled Mapping Out Your Market Busters features an excerpt from Market Busters. For the entire article, click here.

• Posted: Tuesday, April 12, 2005

In a talk to attendees of the Medical Devices Executive Summit in San Francisco a few weeks ago, Barry Allen, Entrepreneur in Residence for VC firm, Ventures West Management, was quoted by BioWorld magazine as "Hailing discovery-driven planning, a process promulgated by Rita Gunther of Columbia University (New York) and Ian MacMillan of the Wharton School of Business at the University of Pennsylvania (Philadelphia)...Allen cited it as "a useful tool" for what he termed "new and disruptive technology."

To view the entire article, click here

• Posted: Tuesday, April 05, 2005

Article reprint available through Harvard Business Online. Order the article today and get your copy in PDF format, hard copy or order your reprint permission.

Description:
If company leaders were granted a single wish, it would surely be for a reliable way to create new growth businesses. Business practitioners' overwhelming interest in this subject prompted the authors to conduct a three-year study of organizational growth--specifically, to find out which growth strategies were most successful. They discovered, somewhat to their surprise, that even companies in mature industries found rich new sources of growth when they reconfigured their unit of business (what they bill customers for) or their key metrics (how they measure success). In this article, the authors outline these and other moves companies can make to redefine their profit drivers and realize low-risk growth. They offer plenty of real-world examples. For instance, once a conventional printing house, Madden Communications not only prints promotional materials for customers but also manages the distribution and installation of those materials on-site. Its revenues grew from $10 million in 1990 to $133 million in 2004, in an industry that many had come to regard as hopelessly mature. The authors also suggest ways to identify your unit of business and associated key metrics and recognize the obstacles to changing them; review the key customer segments you serve; assess the need for new capabilities and the potential for internal resistance to change; and communicate to internal and external constituencies the changes you wish to make in your unit of business or key metrics.

Subjects Covered:
Competitive advantage, Competitive strategy, Corporate strategy, Entrepreneurship, Expansion, Financial analysis, Growth strategy, Organizational change, Profitability, Strategy formulation, Strategy implementation.

• Posted: Tuesday, March 15, 2005

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