Donald L. Laurie

J. Bruce Harreld

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Reprint: R1307G 
The conventional wisdom about how best to pursue growth&#8212;launch a slew of initiatives in high-potential areas; appoint some promising young managers to lead them; locate them safely away from the established businesses&#8212;is a recipe for failure, according to the authors. Meanwhile, CEOs spend too much time on managing today&#8217;s earnings and too little time on building the kind of learning organization and culture that growth requires. 
This article explores six common mistakes that executives make in this arena: 
 1. Failing to provide the right kind of oversight. The CEO should spend meaningful time with the team and with potential customers. 
 2. Not putting the best, most experienced talent in charge. Seasoned executives in the core businesses, rather than ambitious young MBAs, should be assigned to growth initiatives. 
 3. Assembling the wrong team and staffing up prematurely. CEOs should focus on capabilities, not who&#8217;s available, and staff up only when the strategy, business model, and value proposition are clear. 
 4. Taking the wrong approach to performance assessment. Milestones relevant to each stage of an initiative&#8217;s development should be established, and key assumptions in the business plan should be linked to the financial forecast. 
 5. Not knowing how to fund and govern a start-up. The funding of early-stage ventures should be separated from the corporation&#8217;s annual budget cycle. 
 6. Failing to leverage the organization&#8217;s core capabilities. CEOs must play a central role in helping growth initiatives tap the resources of the core businesses.

Six Ways to Sink a Growth Initiative

Reimpressão: R1307G A sabedoria convencional sobre a melhor forma de buscar o crescimento — lançar uma série de iniciativas em áreas de alto potencial; nomear alguns jovens gerentes promissores para liderá-las; localizá-los com segurança longe dos negócios estabelecidos — é uma receita para o fracasso, de acordo com os autores. Enquanto isso, os CEOs gastam muito tempo gerenciando os ganhos atuais e muito pouco tempo construindo o tipo de organização e cultura de aprendizado que o crescimento exige. Este artigo explora seis erros comuns que os executivos cometem nessa área: 1. Falha em fornecer o tipo certo de supervisão. O CEO deve passar um tempo significativo com a equipe e com clientes em potencial. 2. Não colocar os melhores e mais experientes talentos no comando. Executivos experientes nos principais negócios, em vez de jovens MBAs ambiciosos, devem ser designados para iniciativas de crescimento. 3. Reunir a equipe errada e contratar pessoal prematuramente. Os CEOs devem se concentrar nas capacidades, não em quem está disponível, e formar uma equipe somente quando a estratégia, o modelo de negócios e a proposta de valor estiverem claros. 4. Adotando a abordagem errada para a avaliação de desempenho. Os marcos relevantes para cada estágio do desenvolvimento de uma iniciativa devem ser estabelecidos e as principais premissas do plano de negócios devem estar vinculadas à previsão financeira. 5. Não saber como financiar e administrar uma start-up. O financiamento de empreendimentos em estágio inicial deve ser separado do ciclo orçamentário anual da corporação. 6. Falha em aproveitar os principais recursos da organização. Os CEOs devem desempenhar um papel central em ajudar as iniciativas de crescimento a aproveitar os recursos dos principais negócios.

Seis maneiras de afundar uma iniciativa de crescimento

Reprint: R1307G The conventional wisdom about how best to pursue growth—launch a slew of initiatives in high-potential areas; appoint some promising young managers to lead them; locate them safely away from the established businesses—is a recipe for failure, according to the authors. Meanwhile, CEOs spend too much time on managing today’s earnings and too little time on building the kind of learning organization and culture that growth requires. This article explores six common mistakes that executives make in this arena: 1. Failing to provide the right kind of oversight. The CEO should spend meaningful time with the team and with potential customers. 2. Not putting the best, most experienced talent in charge. Seasoned executives in the core businesses, rather than ambitious young MBAs, should be assigned to growth initiatives. 3. Assembling the wrong team and staffing up prematurely. CEOs should focus on capabilities, not who’s available, and staff up only when the strategy, business model, and value proposition are clear. 4. Taking the wrong approach to performance assessment. Milestones relevant to each stage of an initiative’s development should be established, and key assumptions in the business plan should be linked to the financial forecast. 5. Not knowing how to fund and govern a start-up. The funding of early-stage ventures should be separated from the corporation’s annual budget cycle. 6. Failing to leverage the organization’s core capabilities. CEOs must play a central role in helping growth initiatives tap the resources of the core businesses.

Seis maneiras de afundar uma iniciativa de crescimento

Resumo.

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