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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Creating an Organic Growth Machine
內容大綱
Many CEOs don't seem to care about organic growth. They either give up on it, in the belief that their companies will inevitably become low growth, or they cede responsibility for it to the operating units. Those are big mistakes. In an uncertain business environment, all corporate leaders need to be actively engaged in organic growth. Four rules can help them support the operating units in the quest for the best opportunities: 1) Keep an eye on the big picture by setting standards and assembling data that steer the company toward promising areas, nurturing an enterprisewide organic growth capability, and looking across markets and businesses for small opportunities that can be bundled. 2) Fight the short-term pressures of the business cycle by earmarking local cost savings for local investment and demonstrating, through a special corporate fund, that good ideas can always attract resources. 3) Resist typecasting some units as "growth engines" and others as "cash cows." Those labels shape beliefs about growth and affect the operating units' behavior. 4) Create a language for organic growth that helps the company clarify its priorities and develop a coherent, high-performing pipeline of opportunities.