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Creating Reverse Financials and the Assumption Checklist: Executing Specific Growth Opportunities Using Discovery-Driven Planning
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3072BC-EOnce you've framed a growth initiative and determined what is necessary to make it succeed, it's time to turn your attention to what it will require to take the project from an idea to a real growth initiative. This chapter introduces tools that will help you keep a discovery-driven growth plan coherent and connected to reality, including the reverse income statement and reverse balance sheet. This chapter is excerpted from "Discovery-Driven Grow...Starting at €8.20
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Sustaining Discovery-Driven Growth
McGrath, Rita Gunther; MacMillan, Ian C.Book Chapter HBS-3075BC-EThe challenge of introducing discovery-driven planning to an organization isn't met necessarily just because a critical mass of people are using a few of the tools. Certain structures and practices are necessary to support the process and to sustain a discovery-driven mindset. These are outlined here, as well as the critical tasks of the CEO and senior team in making growth a real priority. This chapter is excerpted from "Discovery-Driven Growth:...Starting at €8.20
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How to Get Unstuck
McGrath, Rita Gunther; MacMillan, Ian C.Article HBS-F0905A-ELeadership and People ManagementTwo professors who have studied how leaders regain momentum in uncertain times suggest four ways to get your employees to face their fear, outrun hesitant competitors, and seize advantage.Starting at €8.20
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When Your Business Model Is in Trouble
McGrath, Rita Gunther; Cliffe, SarahArticle HBS-R1101F-EStrategyWith product life cycles growing ever shorter and competition cropping up in unexpected places, nearly every industry is facing disruption. How can you tell if your model is running out of gas? For starters, if your next-generation innovations provide smaller and smaller improvements and your people have trouble thinking of new ways to enhance your offering. Pay heed to the signs and start experimenting with several new options until you find one...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
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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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