Click for music
Consulting Modules
STRATEGIC GROWTH
Strategic Growth is not merely growing
the revenues of a company, but rather setting up the company for growth in multiple areas of the company. This requires creating an organization that has sustainable growth.
To do so requires an infrastructure of capabilities with technological or creative advantage, manufacturing or resource capacity and efficiency to support the planned growth, and the development of human capital resources both internally and externally to fill future requirements.
It also requires addressing natural attrition within an organization by having succession planning in place. Further, it is also creating, developing and nurturing an organizational culture that will support and thrive on growth and can adjust to change and transition.
A culture that has shared values and collective beliefs that the growth of the organization serves the overall mission of the company or a division, but also serves them as individuals within this culture and environment.
Objective One | RoadMap (RM) Creation
Perhaps the most important and broad aspect of Strategic Growth is in the development of the organization’s RoadMap (RM). The challenge for any organization is in in trying to lay out the “right” RM. How does the organization ultimately get to where it wants to go, to where it envisions being, etc. Many companies work on the practical aspects of the business, the day to day grind of selling more products or services, developing relationships in order to do so, managing developmental or manufacturing costs, creating new products to usurp the competition or at least keep up with the competition, etc. Creating a RoadMap is different.
Objective Two | B/D Alignment
Business Development is much more than targeting and selling. It is not only external to the organization in nature but very much internal. Companies can definitely grow through strong business development efforts. However, the key to successful strategic business development is determining the customers and markets that are key to the RM and the necessary support and infrastructure required and crucial to it working properly. In Business Development alignment, I work together with the organization’s key internal leaders to develop a foundation of looking at the entirety of the marketplace and the opportunities presented.
Objective Three | Cultural Development
Cultural Development is another way of saying Organizational Development or Organizational Behavior. Each company has its own unique culture. Typically developed over time and led by its founder, or executive leader at the time. If consistent, the company (its people) will mirror the behaviors and beliefs of the leader. However, what is crucial in the next step of Strategic Growth is making sure that the current culture is in sync with the direction of which the company is looking to go.
Objective Four | Change Management
As organizations grow, they ultimately need to change to some extent. Managing that change or rather preparing the organization for change is imperative to its ability to grow. Most people and organizations resist change, because change is uncomfortable. The imperative to making change work is in addressing operational aspects of the organization that need to re-evaluate how they perform their functions towards growth.
Objective Five | Growth Avenues
Growth is no longer a simple matter of selling more widgets or services, or creating new unique products or services that capitalize on the needs of the market at any given time. Organic Growth as defined here is certainly that. It is critical towards building not only a secure financial platform but also a market presence. Taking and building from the Business Alignment Objective, we will work on developing both internal and external avenues for growth.
Strategic Growth
Read Full Content
Read Full Content
Read Full Content
Most companies want to grow and develop unless they are relatively mature; closely held and find themselves as more of a “life style” business where the annual returns are sustainable, the risks are nominal and the overall internal development is relatively minimal. Ultimately what this comes down to is what are the overall goals of the organization? Are they to increase market value and be positioned for acquisition, or rather as Michael Minailo calls it “fattening the mouse or ‘delicious treat’ for the cat”.
In other respects, is it related to being a self-sustaining organization where its growth can come either or both organically or through its own acquisition of others. In time to be fattening itself the mouse to the extent that it can then take on and overcome the “cat”.
In either goal scenario, there is a strategic element that works through all the businesses, sectors, and functions of the organization. The Sun2Ice Group works to tie everything together towards making growth a reality and to grow at a rate that is supportable both under current conditions but also the planned future internal and financial resources of the business.
As the Founder of the Sun2Ice Group, Michael Minailo in his capacity as CEO of three mid-market organizations, and in global executive sales, marketing and business development roles for Fortune 500 and 200 corporations, and now in his consultancy practices, has demonstrated the ability, insight and methodologies for analyzing a company, and then systematically developing successful implementable programs for sustainable growth. “Strategic Growth” as a service is a compilation of his experiences and successes with building tier one, class A organizations. Having worked with and consulted for companies in sectors from highly sophisticated medical devices and therapies, national and global product distribution, managing large multi-million dollar Department of Defense (DOD) based businesses, to developing and implementing nationwide disease state management programs for hospital systems, Minailo and his team have created a foundation of knowledge that is transferable to your business entity, no matter the size, structure or current state of success.