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Practicing the Necessary Art of Disengagement: When Discovery-Driven Initiatives Must Be Abandoned
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3076BC-EFor all the effort that you may have put into developing each of the discovery-driven plans in your growth portfolio, it's important to remember that even with great planning and strict discipline, many of your projects are unlikely to achieve commercial success. In pursuing a portfolio of growth initiatives, you will find that, sadly, the bulk of them will never emerge as major growth drivers. If redirecting the project doesn't work, you may con...Starting at €8.20
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Creating Your Growth Framework: A Discovery-Driven Approach
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3068BC-EOne of the most common obstacles to a successful growth program is the lack of clarity about the overall strategy at the outset. In order to overcome this obstacle, senior executives need to establish clear, focused guidelines for the pursuit of growth. This chapter considers the growth challenge at the CEO or senior team level as these executives begin to define the growth frame for the entire enterprise. The outcome of this process is a set of ...Starting at €8.20
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Failing by Design
McGrath, Rita GuntherArticle HBS-R1104E-ELeadership and People ManagementIt's hardly news that business leaders work in increasingly uncertain environments, where failures are bound to be more common than successes. Yet if you ask executives how well, on a scale of one to 10, their organizations learn from failure, you'll often get a sheepish "Two-or maybe three" in response. Such organizations are missing a big opportunity: Failure may be inevitable but, if managed well, can be very useful. A certain amount of failur...Starting at €8.20
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Transient Advantage (Spanish version)
McGrath, Rita GuntherArticle HBS-R1306CStrategythe digital revolution, disappearing barriers to entry, globalization. In a turbulent environment, businesses can't afford to spend months crafting a single long-term strategy. They need a portfolio of multiple transient advantages that can be built quickly and abandoned just as rapidly. Transient advantages call for a whole new playbook, says Columbia Business School's McGrath. It involves a view of strategy that is less industry-bound and more...Starting at €8.20
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Value Captor's Process: Getting the Most Out of Your New Business Ventures
McGrath, Rita Gunther; Keil, ThomasArticle HBS-R0705J-EThe high failure rate among new business ventures is usually chalked up to the fundamental uncertainty of the process. In actuality, say McGrath and Keil, flawed ways of assessing and managing ventures may account for the disappointing amount of value they generate. Instead of taking the go/no-go approach, whereby a project either advances toward launch or is killed, decision makers should consider a range of alternatives: recycling the venture b...Starting at €8.20
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Transient Advantage
McGrath, Rita GuntherArticle HBS-R1306C-EStrategyFor decades, the business world has been fixated on achieving sustainable competitive advantage, a position within an industry that allows a company to best its rivals over the long term. Though we can all point to organizations that have succeeded with this approach--think GE and Unilever--in today's world, the edge of most companies doesn't last long. The forces at work here are familiar: the digital revolution, disappearing barriers to entry...Starting at €8.20
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Designing Specific Growth Initiatives: A Discovery-Driven Approach
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3070BC-EOnce corporate leadership has defined what success should look like for the whole portfolio of new initiatives it will be pursuing, the next step is to flesh out discovery-driven plans for each of the major initiatives. This chapter shows you how to connect your growth strategy and internal processes to your specific strategic initiatives and provides an example of how to start a discovery-driven plan. This chapter is excerpted from "Discovery-Dr...Starting at €8.20
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Aligning the Organization for Growth: A Discovery-Driven Approach
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3069BC-EA lot of good companies waste enormous amounts of resources on too many projects that have too little focus. Once you have taken the first steps in the planning process and created a framework for growth, the next step is to analyze how resources are currently being allocated to growth initiatives and consider how these allocations need to change based on the new framework. This chapter reviews how you can make sure that your resources and other ...Starting at €8.20
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Actively Managing and Redirecting Projects: Executing Specific Growth Opportunities Using Discovery-Driven Planning
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3073BC-EIn an emerging business, you will learn a lot from situations that reveal how close your assumptions are to what is actually unfolding. Sometimes, these situations or events occur naturally as you work on developing a business. Other times, you'll have to deliberately create a management intervention to get at the information. Either way, these events can be used as checkpoints in the discovery-driven plan to deliberately structure the systematic...Starting at €8.20
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Implementing Discovery-Driven Growth: What Other Firms Have Done and How You Can Make It Work for You
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3074BC-EIt is axiomatic that before change can take place in an organization, there has to be some reason for it. In the case of discovery-driven growth (DDG), the impetus is almost always someone who recognizes problems in the organization's current tools and approaches to growth or innovation or who is frustrated with the poor track record of growth programs. This chapter provides real-world examples of why some companies decided to adopt discovery-dri...Starting at €8.20