Project Main Details
A Holistic Approach to Strategic Powered Growth
A Commitment to Learning in Growth
Every person is defined by his or her own cultural milieu. We are products of our environment, as our families, friends, and communities impress their beliefs and values on our lives. My ideas have been inspired and my principles taught by those closest to me, none more than my grandpa.
Although my father abandoned my family and me when I was a young child, the father figure role in my life was not void. My Grandpa Clifford, a hard-working engineer and avid family man, took it upon himself to serve as my mentor, demonstrating a solid work ethic, a strong sense of spirituality, and an unquenchable thirst for knowledge. When I was young, my grandpa would steal away hours quizzing me on my school subjects, checking my grades, and educating me on current events. He sparked my curiosity with his thought-provoking questions. My grandpa taught me to think on a deeper level, encouraging me to always question assumptions and biases.
During his lectures, he would frequent his pocket-sized notepad that he kept tucked away in his dress shirt pocket to scribble down his emergent thoughts. I had often wondered what he was writing in those little books, and after his death, those mysteries were revealed as some of the most precious words I have encountered. His recorded thoughts allowed my family and me to catch a glimpse into the mind of a brilliant man.
The attribute that I admired most about my grandpa was his commitment to a life of learning and growth. His library was filled with a variety of books spanning topics ranging from engineering to history to business. My grandpa was well-rounded and added value to the lives of everyone who came into contact with him. In my business and my relationships, I aspire to follow in his footsteps and pursue a life dedicated to learning, teaching, and enhancing lives, as my grandpa enhanced my own.
Taking a Holistic Approach to Business
Oftentimes, companies struggle to compete and in attempts to maintain footing focus on the wrong areas of the business and are absorbed into a value destruction cycle. Profits suffer, employees grow complacent or disgruntled, and the customers in turn receive a subpar experience. In these moments of despair, owners or managers desperately attempt to pinpoint the root of their firms’ problems.
A manager may turn to an accountant for a deeper look into the numbers, trends, or indicators that could uncover the cause of poor profits. Another may blame the misfortunes on an inferior product design, a misaligned sales team, or inefficient field execution. These approaches are rarely useful because they identify issues in isolation when business problems are systemic. A company is a complex network of interdependent, dynamic parts. After lecturing on value creation around the country at a variety of industry conferences, I have realized that owners and managers apply a narrow mindset when diagnosing company issues. They lack a holistic view of their companies.
Through my international experiences, research, and engagement with clients, I developed a framework that serves as the thesis of my company. I built my company on the idea that as people build better businesses, they will be better spouses, parents, friends, neighbors, and community leaders. After all, when business is good, life is good. As a firm grows stronger, it is well poised to deliver value in a unique way to its customers.
The Growth Triangle starts with the customer at the center, because fundamentally, business is all about delivering value to customers in a unique manner. The term “customer,” used throughout the book when explaining the Growth Triangle, is expansive and includes more than just the direct purchasers of products and services. The term includes any stakeholder who buys into an organization. Rarely do organizations serve and deliver value to only one type of customer.
This model emphasizes the importance of maintaining customer centricity. Three key components of firm value line the triangle’s perimeter: strategy, leadership, and finance. Without a clearly defined strategy, the foundation of firm value falters. Next, beyond a strategy, a company must have leadership that is capable of successfully executing the plan. Finally, without finance and the ability to maximize free cash flows and produce capital to fund the strategy and retain the leadership, the firm will crumble.
Within the triangle exists the 6 P’s of firm value. Herein lies the genesis of each of the following chapters: Purpose, Plan, People, Process, Product, and Profit. These P’s are sub-components of each side of the triangle—strategy, leadership, and finance. As firms focus on the genuine drivers of firm value, other distractions will dissipate. Conversely, without a holistic approach to value creation, companies risk the consequences of out-of-context decision-making. A narrow approach eventually results in mediocrity, disruption, or even bankruptcy of a business.
The Growth Triangle stimulates all facets of a business. It creates managerial awareness that encourages organizational learning and empowers companies to reveal true, unique value. Ultimately, the customers, the employees, and the communities win through this comprehensive approach to business.
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