Based on business transformation needs, problem-solving can be split into four main classes and should be treated differently to aid in growing business value faster. Regardless of the class of problems to be solved, most organizations do not have a system of problem-solving, yet problem-solving is the foundation to executing strategically aligned growth initiatives. These initiatives are critical in business value growth acceleration.

With companies introducing more and more software platforms, it’s leaving room for important work to fall through the cracks. There are many different software choices out there for every need, and companies may be using the wrong software that doesn’t fit their requirements. Additionally, most software is not aimed at strategic transformation, causing companies to remain stuck in the operating cycle at the expense of growth transformation.

Launching higher value products faster requires a great dynamic process and growth-minded teams with people who learn, think, and grow knowledge. While there are many fads out there related to strategic and product planning, it's really as straight forward as changing from an operating culture to a knowledge growth culture. Read more to see examples from both Curtis Carlson and Dr. W. Edwards Deming on how to successfully launch higher value products faster. 

We have already talked about how business fits into Systems science in our previous article, and in Part II of the Rethink Business Value Growth Series, we will take a look into how to define the important Business Value Growth Constant to complete the equation designed to explain business value growth in terms of a quantifiable force.

Growing business value faster, measured as the value of the business from period to period, must be front and center for every CEO, President, and General Manager. In fact, it ought to be more on the minds of the function leaders in every business, because they, not the CEO, own the transformation responsibility and have control of the resources. In this article, we will unveil some of our research on applying Systems science to accelerating Business Value Growth. We will examine value growth through this lens to demonstrate why an improvement in strategy communication may provide you with a much bigger payoff than focusing on improving strategy design or strategy execution.

The “Great Resignation” has companies taking an introspective look at what is causing employees to quit and find other opportunities. Is it a result of the COVID disruption in the workforce, a shifting outlook on the workplace environment, or from disconnected management? Research is showing that it is most likely the latter. Read more to find out why a lack of communication and transparency might be pushing away employees.

The Strategy-Execution gap is one touted by experts in business, but does it even exist? Instead of an actual gap between the two, the problem in many companies lies in bad strategy, bad execution, and an overall inability to align the key disciplines of Strategy, Execution, and Innovation. Management often deprives its business of its growth potential by not executing on these key areas. 

The core of strategy development is when the enterprise leaders come together to devise their growth plans for the next horizon. But all strategy development is far from equal. Certain companies grow at twice the rate of their peers as a result of managing their strategy discipline differently. Are you one of them or do you have room to improve performance? The payoff from strategy excellence is huge and compounds exponentially.