Regional New Job Creation and Growth via SME Success

  This is the first in a series of blogs looking at SMEs and the associated opportunities for regional new job creation and growth. It draws on experience in working with Federal and State agencies, regional bodies, and hundreds of regional SMEs Situation As a...

Investing in Your Company’s Development

You know your company has growth potential but you’re not sure how to best make this happen. Your instincts may well be to ramp up your sales and marketing – after all more sales gives growth. Here’s another way of thinking about this.  Our diagram opposite shows the...

The Analytical CEO – the Blocked or Negative Growth Transformation Case

Company transformation is a recent buzz phrase.  What does it mean?  What’s involved? Transformation, in our terms, means taking your company to a safer place and one where the company is more capable of sustainable growth.  Which implies you need to find out: Where...

The Analytical CEO – The Future

The future is hard.  It’s all out there but we’re not quite sure what it’s going to be.  If you’re an optimism you know it’ll be better than the past; if you’re a pessimist you know it will be worse; if you’re a realist you know it will be different. Good companies...

Refreshing the Business with a Spring-time Review

One of the great sights of spring-time travel in Greece is villagers lovingly whitewashing their houses.  White and gleaming, the houses become ready for whatever the year will bring. Businesses are the same.  There’s a need to refresh what you’re doing by having a...

The Analytical CEO – Running a Growth Company

Jul 13, 2014 | 0 comments

Analytical CEOs of growth companies have a clear picture of their priorities.

Here is a snapshot based on recent research.  Successful CEOs and their teams:

  • Have a strong focus on developing innovative new products which will sell at high margins and support high growth rates;
  • Are prepared to see 20% of annual sales committed to identifying opportunities, developing the validated ones, and taking them to market;
  • Consequently, see their key challenges as successfully vGrowth Prioritiesalidating opportunities including markets, successful R&D and market entry;
  • Will use, early on, funding from founder’s money and cash flow.  Later, they are prepared to seek investment su
    pport;
  • Use Advisory Boards and formal Boards to guide the company and support the CEO (and these, of course, become obligatory when investors are involved);
  • Are ready users of external advice – particularly to speed up and reduce the risk of market entry.

Thus, these CEOs and their teams are outward looking.  They ensure their companies are well connected with their market places.  They are prepared to invest in developing their opportunities and capabilities, and to access expertise to fill skills gaps needed to achieve their goals