Chapter
2 Profitable growth at Siemens Medical Solutions
The changing (and challenging) healthcare industry
Mastering objective number 1: Restructuring
Targeting objective number 2: Operational efficiency
Understanding the value of employees
Process-focused initiatives to drive efficiency
Delivering innovative solutions that meet the healthcare industry’s needs
Meeting objective number 3: New business opportunities
The future of growth in healthcare
Addressing efficiency and effectiveness
3 UPS: Brown’s organic
growth story
UPS’s current growth challenges
4 Execution: making growth
happen at The Home Depot
Lesson 1: Focus on details that shape the customer experience
Lesson 2: Make sure employees understand the benefits of change
Lesson 3: Strike the right balance between entrepreneurship and anarchy
Lesson 4: Measure the things that matter
Lesson 5: Harness the power of technology as a competitive advantage
Conclusion: Learning to embrace change
5 SYSCO: how has it achieved
thirty-four years of continued
growth?
SYSCO’s entrepreneurial culture
Measurement and reward systems
Future growth opportunities
6 Strategic position, organic growth, and financial performance
Growth and the Evergreen research
What really works: basic findings
Question 1: How important is growth?
Question 2: Given our strategic situation, how can we grow to ensure outstanding performance?
Content analyses: fact book coding and sequence comparison
Type I: Early moves and corrections
Type II: Later moves and positioning
Type III: Consistent moves and themes
Aggregation of issues data to grand level
Sequence comparison analyses
The normalized practice space: visualizing the sequence comparison results
Distinguishing among Winners, Losers, Climbers, and Tumblers
Comparing foundation practices: Winners, Losers, Climbers, and Tumblers
Strategic position, growth, and financial performance
Growth and strategic position
7 Defining and measuring organic growth
Test 1 – EVA/capital invested
Test 2A – Sales revenue growth
Test 2B-Cashflow from operations (CFFO) growth
Test 3 – S&P Core Earnings
Test 4 – Sales / accounts receivable
Test 5 – Merrill Lynch Cash Realization
Test 6 – Mergers and acquisitions
8 The make or buy growth
decision: strategic
entrepreneurship versus
acquisitions
The importance of entrepreneurial growth
Organizational size and growth
Organic growth through strategic entrepreneurship
Dimensions of strategic entrepreneurship
An entrepreneurial mindset
Entrepreneurial alertness
An entrepreneurial culture and leadership
The management of resources strategically
Creativity and innovation
Unnatural growth through acquisitions
Organizational structure and growth
Risks of growth through acquisitions
Creating value through acquisition of growth
9 The misunderstood role of the
middle manager in driving
successful growth programs
Organic growth: more rare than you think
One more time: what do middle managers do?
Creating a growth mindset
Opportunity identification
Managing agenda and paying attention
Creating an inventory of opportunities
Establishment of growth projects
Obtaining resources while maximizing flexibility
Finding an organizational home for the venture
Creating and sustaining networks
The transition from a project to a grown-up business
Managing transitions in skills and capabilities
Managing political pressures
Institutionalizing venturing
10 Organic Growth Through Internal Corporate Ventures
Internal corporate ventures contrasted with start-ups
The self-organizing systems alternative
Corporate ventures at Singapore Technologies
The genesis of Incubators@Work!
Crafting and implementing a five-year plan
Incubators@Work!: 2002–2003
11 Linking Customer Management Efforts to Growth and Profitability
Pairwise analyses of profit-chain variables
Why simple approaches can fail
An example from business marketing
Descriptive analysis – price versus cost-to-serve
Chain-link model of customer profitability
12 Harnessing knowledge
resources for increasing
returns: scalable structuration
at Infosys Technologies
Harnessing knowledge resources
Changing nature of resources
How Infosys harnesses intellectual capital1
A methodology for exercising learnability
Remaining connected with the external world
Harnessing distributed knowledge
Addressing the people aspect of KM
Governing intellectual capital
Distribution of decision rights
Fostering transformative change
13 Stay tuned: knowledge
brokering via inter-firm
collaboration in satellite radio
Organic growth and institutional environments
Inter-firm collaboration in satellite radio
Institutional pressures for and against change
Response to institutional pressures: inter-firm collaboration
Stages of knowledge brokering in inter-firm collaboration
Stage 1: Mass-market legitimacy and rapid deployment
Stage 2: Specialized markets and recombinant innovation
Implications for organic growth
14 New directions for the study
of organizational growth
Replicution: a model for organic growth
Variations on a theme: alternative sequences of development
Discussion and directions for future research
The Search for Organic Growth
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