Growth Insights
Insights, strategies, and real-world lessons to help you build a smarter, stronger company
Like Gino Wickman, Shannon Byrne Susko started as a member of Verne Harnish’s Gazelle program and she was inculcated in Rockefeller Habits and Scaling Up principles. Her system, documented in her books (The Metronome Effect (2014) and The 3HAG Way (2018)), evolved from Scaling Up’s toolset. However, there are some notable differences. Susko recognizes the […]
John Doerr was an electrical engineer who started at Andy Grove’s Intel, which he left to become one of the most successful venture capitalists in America. He has backed Amazon, AOL, Compaq, Google, Netscape, Twitter, Slack, and other successful tech businesses. Doerr took Andy Grove’s objectives and key results (OKRs) management tool with him and […]
The 4 Disciplines of Execution (4DX) program, created by FranklinCovey, drives organizational results through behavior change. 4DX focuses on articulating your major, definite objective, the one it calls the Wildly Important Goal (WIG or The War) and then breaking it down into a handful of “WIG Battles” and quarterly execution steps. The process includes keeping […]
Following the publication of Traction, Verne Harnish came up with “Rockefeller Habits 2.0” and titled it Scaling Up. This is a system directed at strengthening fast-growth companies, organized around four areas: people, strategy, execution, and cash. In Scaling Up, Harnish updated the One Page Strategic Plan and added a thinking tool he calls the 7 […]
Patrick Lencioni is a management consultant and alumnus of Bain & Company and Oracle who struck out on his own and has published a dozen business books since 1998. He runs the Table Group. Lencioni writes about team dynamics and how to make organizations perform better. Most of his books, such as “Five Dysfunctions of […]
Keith McFarland, former CEO of twice Inc. 500 winning Colletech Systems, credits a chance meeting with Jim Collins for inspiring his research that led to The Breakthrough Company. McFarland replicated Collins’s Good to Great process, conducted for the elite of the Fortune 500, and applied it to small, fast-growing companies. The Rapid Enterprise Development team […]
Gino Wickman joined his family sales training business at age 25. He soon discovered that his father was more of an entrepreneur than a manager, more excited about ideas, strategy, and clients than managing a profitable business. Gino jumped in and helped to right the ship and grow and sell the business. Wickman embraced the […]
With so many brands out there vying for attention, the question of what makes a brand stand out becomes increasingly pertinent. How does a brand become more than just a name or a logo, evolving into a recognizable identity synonymous with unique values and quality? That is something that this week’s featured guest is sharing. […]
Verne Harnish studied as a mechanical engineer, after which he decided on a business career and earned an MBA. While studying at Wichita State University, he founded the Association of Collegiate Entrepreneurs and then expanded the concept nationally and later globally when, in 1987, he founded the Young Entrepreneurs Organization (now: EO). Working and consulting […]
What is Fractional Integrating? Fractional integrating is an approach to company management that involves hiring part-time executives or specialists to fulfill specific roles within an organization. It is seen as very cost efficient, gives access to a diverse skill set and gives access to scalability. Ideally, fractional integrating allows businesses to adapt quickly to changes […]
Ever glance at someone’s success and think that it was just luck? It’s easy to imagine that some people are just born under a lucky star, always finding themselves in the right place at the right time. But what if I told you that there’s more to luck than mere chance. This is where serendipity […]
In 1983, 13 employees of International Harvester purchased a part of the company that rebuilt truck engines, called Springfield ReManufacturing Corporation (SRC). They put in $100,000 in cash and assumed $8.9 million in loans; a share in SRC was worth 10 cents. Twenty-five years later, SRC group’s revenue had grown from $16 million to more […]
