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The Granularity of Growth: How to Identify the Sources of Growth and Drive Enduring Company Performance (Englisch) Gebundene Ausgabe – 28. März 2008

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This book offers an in-depth examination of where business growth comes from and how companies can create and sustain it. "The Granularity of Growth" shows companies how to achieve sustainable growth. Powerful new insights laid out in a simple yet resilient framework make this book a must-read for any manager, executive, or entrepreneur involved in a company's growth and survival. "The Granularity of Growth" provides a rigorous analytical foundation for understanding the correct approach and architecture for managing growth today across geographies and industries.Ultimately, "The Granularity of Growth" reveals why growth is so important for large companies, what enables certain companies to grow so spectacularly as they take both a broad and a granular view of their markets, and how this ensures that their growth comes from multiple sources in the many micro-markets in which they compete. Patrick Viguerie (Atlanta, GA) is a Director at McKinsey & Company and leads the firm's Strategy Practice in the Americas. Sven Smit (Amsterdam, Netherlands) is a Director at McKinsey & Company, co-leading the company's initiatives on growth. Mehrdad Baghai (Sydney, Australia) is Managing Director of Alchemy Growth Partners, an advisory and venture firm.


While growth is a top priority for companies of all sizes, it can be extremely difficult to create and maintain--especially in today's competitive business environment. In order to achieve this goal, you need to think through the growth challenges your organization faces and follow a detailed approach that will allow you to uncover, understand, and capture potential growth opportunities.

In The Granularity of Growth, Patrick Viguerie and Sven Smit--partners in McKinsey&Company's strategy practice--along with Mehrdad Baghai, coauthor of the bestselling The Alchemy of Growth, will show you how to do this and much more.

Based on an extensive quantitative study of corporate growth, this reliable resource offers powerful new insights on how companies can excel in this essential endeavor. It skillfully demonstrates the problem with the broad-brush way that many modern companies describe their business opportunities--"China is where the action is" or "Aging will generate increased demand for healthcare"--and discusses how real growth can be found at a much more granular level, in "pockets of opportunity" within all industries.

Divided into three comprehensive parts, each section of this book is devoted to one of the key decisions you'll need to make in order to drive and sustain granular growth at scale.

I) Your growth ambition: Sustaining superior value creation in the long run requires companies to choose either to grow or to go. If you choose to grow, here's where you'll learn how granularity allows you to gain real insight into the sources of growth and enables robust growth benchmarking relative to one's peers.

II) Your growth direction: Moving your portfolio in pursuit of growth is more common and less risky than you think and is where real value is derived. Here, you'll become familiar with a new framework that provides a rigorous basis for setting your growth strategy and deciding on growth initiatives over multiple horizons.

III) Your growth architecture: To wire your organization for growth, you must enable it to make more granular growth choices while maintaining the benefits of scale. Here you'll discover an approach for ensuring your organizational model is consistent with your granular growth strategy.

Written in an engaging and informative style, The Granularity of Growth will put you in a better position to succeed as it reveals why growth is so important, what enables certain companies to grow sospectacularly, and how to ensure that growth comes from multiple sources as you take both a broad and a granular view of your markets.

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Amazon.com: HASH(0x8d77c864) von 5 Sternen 10 Rezensionen
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HASH(0x8d79fae0) von 5 Sternen Grow or Die....Finally some real insight on how to stay alive 18. September 2008
Von Jane F. Alexander - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
In a business environment where meteoric falls are outpacing meteoric rises, the business community has been waiting for this important book on creating sustainable growth. This book will challenge executives to look at their growth strategies differently than they have in the past. Chasing market share by selling more or acquiring competitors might lengthen a Company's life, but it will not guarantee long term success. Real, sustainable growth begins with a granular understanding of what's really going on in your industry and its sub-industries. Viguerie, Smit and Baghai guide the reader through the kinds of analyses companies should undertake to discover pockets of unmet demand in order to reach new customer segments with innovative products or solutions.(In my opinion, this book is as much about innovation as it is about growth.) The authors also offer insights on how to build a "growth architecture" by synchronizing strategy, organizational structure, management processes and communication.
" The Granularity of Growth" is highly readable in spite of the very sophisticated management concepts it introduces. The book is packed with real examples of companies that have achieved extraordinary growth through a granular understanding of their business. A must read for any executive who lies awake at night wondering how to keep the growth engine firing on all cylinders.
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HASH(0x8dababdc) von 5 Sternen Here is a rigorous analytical foundation for understanding growth and the architecture needed to manage it 5. Januar 2016
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
I read this book when it was first published (in 2008) and recently re-read it, curious to know how well its key insights have held up since then. If anything, they are of greater relevance and value now than they were then.

The co-authors – Patrick Viguerie, Sven Smit, and Mehrdad Baghai – wrote this book in response to a key question that most C-level executives now ask themselves and others at least once a day: “Where will profitable growth come from and how can we sustain it, if not increase it?” I recently conducted a workshop for a Fortune 100 company’s senior management team and that is what most of them identified when I asked them which question do they find most difficult to answer.

Whatever their size and nature may be, most organizations face many of the same challenges although, obviously, there are differences in terms of extent or scale. Viguerie, Smit, and Baghai explore the particular challenges faced by large organizations in driving and sustaining growth. "The first of these is a basic numbers problem: the bigger you are, the harder it is to drive the next quantum of growth...The second challenge facing large companies has to do with longevity: the longer you've been in business and the larger you are, the more likely it is that your business is maturing. As it does so, it will almost certainly encounter the problems of aging: innovation starts to slow and returns gradually decline. What's more, the sheer size of a mature organization can produce inertia." Viguerie, Smit, and Baghai share their thoughts about how to prepare for and then respond effectively to such challenges.

These are among the several dozen passages of greatest interest and value to me, also listed to suggest the scope of this book’s coverage:

o Value creation (Pages 2-10, 214-215, and 220-224)
o Company categories: Challenged, Growth Giants, Performers, and Unrewarded (4-8 and 214-217)
o Granular issues (33-36 and 105-106)
o Direction of growth (68-69)
o Balancing acquisitions and divestitures (92-96)
o Growth map (112-121)
o Low momentum companies (124-127)
o Architecture of granularity (138-143)
o Procter & Gamble (144-151)
o Growth and company architecture (153-161)
o Scale platforms (176-185)
o Granular and cluster-based growth (188-202)
o Deloitte (193-200)
o Key performance indicators (194-2002)

As I worked my way through Viguerie, Smit, and Baghai’s lively as well as eloquent narrative, I was again reminded of Jack Welch’s comments at a GE annual meeting many years ago when he was chairman and CEO and explained why he thought so highly of small companies:

““For one, they communicate better. Without the din and prattle of bureaucracy, people listen as well as talk; and since there are fewer of them they generally know and understand each other. Second, small companies move faster. They know the penalties for hesitation in the marketplace. Third, in small companies, with fewer layers and less camouflage, the leaders show up very clearly on the screen. Their performance and its impact are clear to everyone. And, finally, smaller companies waste less. They spend less time in endless reviews and approvals and politics and paper drills. They have fewer people; therefore they can only do the important things. Their people are free to direct their energy and attention toward the marketplace rather than fighting bureaucracy.”

Why is granularity the central theme of this book? According to Viguerie, Smit, and Baghai, it refers to the components within a larger system such as GE’s. “A description of a system is more granular (or ‘fine-grained’) if the description involves a larger number of components. For example, planet Earth could be described in terms of continent s, countries, states and provinces, cities, towns, and villages, in order of increasing granularity.”

So what? In fact, a great deal. Patrick Viguerie, Sven Smit, and Mehrdad Baghai offer an abundance of valuable information, insights, and counsel that will help prepare business leaders, especially in large organizations, to identify sources of growth that can drive enduring company performance. They would be among the first to agree, however, that it would be a fool’s errand to attempt to apply everything they suggest for consideration. Shrewd readers will focus on what is most relevant to their own organization in terms of its resources, values, and strategic objectives. The challenge remains the same for both organizations and individuals: grow or go. To paraphrase Marshall Goldsmith, what got them here won’t even allow them to remain here, much less get to there, whatever and wherever “here” and “there” may be.
3 von 4 Kunden fanden die folgende Rezension hilfreich
HASH(0x8e7e754c) von 5 Sternen A solid guide to drive enduring performance 22. Januar 2009
Von Rebecca Clement - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
There's a mountain of books on the market with an avalanche of ideas about growth and growing your business. However, The Granularity of Growth stands out from the rest and that's the reason Soundview heartily endorses this book. The fact is that most books oversimplify the difficulty that organizations of all sizes face as they develop and maintain new growth opportunities - especially considering today's tough economic and competitive realities. The team of authors, all of whom are experts in the burgeoning field of "growth studies," state that the key to unlocking true growth potential is in studying the nitty-gritty details, rather than the widely-used, overly-generalized strategies that seem to be in vogue. The writers rely on extensive quantitative findings that track a myriad of corporate growth factors to provide crisp insights in the pursuit of positive-performance expansion. Few organizations can afford to ignore the pearls of wisdom contained in this book regarding the types of institutional architecture, ambition and direction that contribute best toward sustainable growth.
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HASH(0x8d6394bc) von 5 Sternen Methodical guidebook to help large companies get larger 9. März 2009
Von Rolf Dobelli - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This is a useful, methodical book. Rather than offering general platitudes on growth and strategy, Patrick Viguerie, Sven Smit and Mehrdad Baghai offer data-driven ways to generate growth. However, neither the approach nor the book are easy. The approach requires leaders to undertake hard, detailed work with rigorous honesty as they examine their companies and markets more specifically (that's where the granular detail comes in) than most will want to. The authors are firm on the necessity of maintaining this intense level of awareness as markets change around you. The book requires a bit of patience, as the authors sometimes get overly invested in tiered structures, pacing readers through different categories of growth directions and structures that become a bit too abstract and technical. That aside, anyone looking for specific ways to address growth will find this helpful. getAbstract recommends it to CEOs, strategists and students of business growth.
HASH(0x8d5f29cc) von 5 Sternen Investment bankers would love this book 16. Juni 2016
Von Jackal - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Too much data crunching as opposed to thinking. The data tells us some interesting facts, like the importance of M&A. Note that the book only deals with growth. There is nothing about profitability, except a bit on total shareholder return. TSR is both a summary of the past as well as expectations about the future. It all get a bit muddled and there is no reference to the vast research showing that the average acquisition does not generate any value. In fact they dismiss 100+ academic papers on just one page by stating that they all are measuring acquisitions incorrectly. What hubris! They incorrectly claim that academics only use a three day window to measure shareholder return after an acquisition. The authors solution is to use 3650 days instead of 3 days. I kid you not!

One more example: The authors decompose growth into components. One component is change in market share. The conclusion is that market share does not have any effect in the aggregate. Well, that could be because in the aggregate market share sums to 100%. Furthermore, the authors take the average market share across all segments of the companies. That is ridiculous when studying the largest 100 US firms. Each company is present in more than 1,000 product markets. Typical behavior of a data cruncher as opposed to a thinker.. Maybe I am missing something, but then it should have been clearly described.

Further, let me say something positive. The granularity of growth is important for companies. Like the shampoo market in Peru being a separate market. Similar ideas are mentioned in the first chapter. However, the authors have no detailed data at all. In fact, the book could equally well have been framed as corporate strategy; acquisition or organic growth. Since they have selected to study the largest 100 companies in 1984, the results will downplay the importance of organic growth. New segments are often created by new companies, not the ones that were already big in 1984. Had they studied the largest companies in 2005 instead they would have concluded that organic growth was more important.

Towards the end they provide some advice. They keep saying that other management books provide advice so they do not have to provide so much advice. Wtf? The authors must have been more tired writing this section that the reader will be reading it. Consider Coca-Cola.... Consider P&G ...

The book is moderately interesting for the person that would like to do further research in the field. Some interesting ideas if you are a number cruncher. However, as a book it is not worth reading. The authors should have married their crunching with a thinker. In fact, the authors outsourced the crunching to India. It would probably have been better to outsource the thinking to India. The book is written by McKinsey consultants. I would be embarrassed by this book if I were a partner at McKinsey.
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