This slide show outlines our unique high growth training programme which provides practical advice to businesses who either intend to embark on high growth or those businesses who are already operating in a high growth environment. This programme was developed based upon over a decades expertise in managing businesses in a high growth environment.
Beginners Guide to TikTok for Search - Rachel Pearson - We are Tilt __ Bright...
Managing high growth management training programme outline
1. Managing A High Growth
Business: Grow Faster for
Longer with Less Stress
Programme Outline
(C) Exigent Ventures Ltd 2010 - 2014
Managing High
Growth
2. (C) Exigent Ventures Ltd 2010 - 2014
Vision
Culture
Strategy
&
Planning
Talent
Management
&
Management
TeamsFinancial
Management
and
Control
Business
Systems &
Processes
Business
Development
Managing High
Growth
3. High Growth Programme Objectives
• To enable management to understand the pressures of
high growth.
• To encourage management of the business to plan
forward.
• Deliver practical advice & processes to enable Business
Owners to be more successful in a high growth
environment.
(C) Exigent Ventures Ltd 2010 - 2014 3
Managing High
Growth
4. Laurence Ainsworth
• 30 Years of Sales and Management
experience
• 10 years experience as MD of businesses
from 30 to 500 people
• 10yrs exposure to High Growth
environment at management & director
level
• From 165 to 3500 staff over ten years
average growth rate 30% pa pre tax profit
10%+
• Sold in 2001 for £1billion.
July 2012 (C) Exigent Ventures Ltd 2010 - 2014 4
Managing High
Growth
5. Laurence Ainsworth
• 10 years providing mentoring and advisory
services to SME’s
• Specialist Coach to Accountants for 6 years
• Certified Specialist High Growth Coach
• Worked with dozens of High Growth Businesses
• Developed a unique programme on how to be
successful in a High Growth environment
(C) Exigent Ventures Ltd 2010 - 2014 5
Managing High
Growth
6. • No single definition
• Gazelle Businesses coined in 1980’s
– 20% pa for 4 years
• Current definition
– Are growing or can grow by 20% pa over 3 years
• used by the Dept. Business Information &
Skills for access into the Govt. funded
Growth Accelerator Programme
(C) Exigent Ventures Ltd 2010 - 2014 6
Managing High
Growth
7. • The High Growth Problem
(C) Exigent Ventures Ltd 2010 - 2014
Managing High
Growth
8. July 2012 (C) Exigent Ventures Ltd 2010 - 2012 8
TIME
G
R
O
W
T
H
Revenue
Growth
Peak organisational Stress
Points
To Succeed you must
keep organisational
growth (left of) ahead
of revenue growth
Danger organisational growth
is being outstripped by
revenue growth
Managing High
Growth
9. • "The underlying issue is that our
management and operational capacity has
fallen behind the needs of a rapidly growing
business.“
(read: Our organisational growth has fallen behind sales growth)
This is a quote from Peter Bamford Chairman of Superdry
Clothing, July 2012 explaining the reasons for the businesses
poor recent performance to investors.
(C) Exigent Ventures Ltd 2010 - 2014 9
Managing High
Growth
10. 0
50
100
150
200
250
300
350
Year 1 Year 2 Year 3 Year 4 Year 5
GrowthinSales
Badly Managed
Growth
45%
High Organisational Stress
And Disruption
-12%
15%100%
(C) Exigent Ventures Ltd 2010 - 2014
10
An Example of Badly Managed Growth
Managing High
Growth
11. Recovering from Badly Managed Growth
• Slowing down growth tends to be the only viable
option. But …
• In many cases, it means business growth
momentum will completely break down.
• It is VERY disruptive
(C) Exigent Ventures Ltd 2010 - 2014 9
Managing High
Growth
12. Fall Out from Badly Managed High Growth
• Failed Customer relationships
• Low staff morale – reduced performance
• Much increased attrition
• Huge effort/investment yielding low to negative
financial return
• Overtrading - cash crisis
• Consequence a Huge Lost Opportunity as
owners back away from future High Growth
(C) Exigent Ventures Ltd 2010 - 2014 11
Managing High
Growth
13. • Benefits of Controlled Growth
• Consistent high growth
• Sustained profitability
• Strong Customer Relationships
• High staff morale & productivity
• Low attrition and easier recruitment
(C) Exigent Ventures Ltd 2010 - 2014 13
Managing High
Growth
15. • Vision
– A vision provides the reason why you are in
business and as a decisive leader gives you
the direction around which to build and
enthuse your team.
(C) Exigent Ventures Ltd 2010 - 2014 15
Managing High
Growth
16. Vision
• Why is it important to you as a leader and
to the business?
• Do you have a vision ?
• How do build your own vision?
• How to use your Vision to enthuse staff and
attract customers
(C) Exigent Ventures Ltd 2010 - 2014 16
Managing High
Growth
18. • Developing Your Culture
– Your culture establishes how a company and
its staff will interact with one another and to
the outside world
(C) Exigent Ventures Ltd 2010 - 2014
Managing High
Growth
19. Culture
• Do you know your current culture?
• It is what you need?
• How can you change it?
• How strong is your Cultural Wall?
• Are you winning on the Cultural
Battleground?
• Supporting the custodians of your culture
• Culture and Ondoarding
(C) Exigent Ventures Ltd 2010 - 2014 19
Managing High
Growth
21. • Strategy & Planning
• In a high growth business you have little time to ponder
about what might be happening in your business.
• Having a clear strategy and an implementation plan gives you
detailed markers which will quickly identify when things are
off course.
(C) Exigent Ventures Ltd 2010 - 2014 21
Managing High
Growth
22. • Understanding Strategy and the planning process
• How to use short term goals to achieve long term
success
• Getting a One Page Plan
• Dealing with “Failure To Implement”
• Getting a rhythm into planning from
Strategy to monthly reviews
• Addressing the we don’t really need
more rigorous planning
(C) Exigent Ventures Ltd 2010 - 2014 22
Managing High
Growth
24. • Talent Management
• Staff are a businesses’ most important asset; recruiting
the right staff and managing existing staff are
fundamental to success.
• The Management of the Business
• A high growth business can rapidly move the owner
away from the operational detail, it is imperative that the
owner has built up robust management practices and
procedures that will enable the management team to
properly control the business.
(C) Exigent Ventures Ltd 2010 - 2014 24
Managing High
Growth
25. • Building A Talent Management Plan
Training, Recruitment, Promotion
• Identifying your key staff
Stars, Fixers
• Managing Those Left Behind
• Identify your key talent gaps
• New Hire Integration Process
July 2012 (C) Exigent Ventures Ltd 2010 - 2012 25
Managing High
Growth
26. Management of Your Business
• Developing a common management
language
• How can you identify issues early?
• Delegation, management & accountability
• Keeping quality in your decision making
• Measurement and review systems
(C) Exigent Ventures Ltd 2010 - 2014 26
Managing High
Growth
28. • Financial Management & Controls
• Accurate and timely financial information which
goes beyond the P&L and Balance Sheet is
necessary to enable a management team to
identify issues early enough to take the
necessary corrective action.
July 2012 (C) Exigent Ventures Ltd 2010 - 2012 28
Managing High
Growth
29. Financial Management
• What financial information you should have
• How to develop a forensic view of your
business
• The importance of timely, accurate relevant
information to your business
• Get a model that reflects your business, not
what's convenient
• Getting Used to Looking Forward!
(C) Exigent Ventures Ltd 2010 - 2014 29
Managing High
Growth
31. Business Systems and Processes
• In order to deliver a consistence customer
experience the business must invest in robust
and comprehensive systems.
• In doing so it must also recognise the
importance of human processes and not allow
themselves to become slaves to processes which
will ultimately lead to business losing its
competitive and entrepreneurial edge.
(C) Exigent Ventures Ltd 2010 - 2014 31
Managing High
Growth
32. • Using Systems and Processes to :
Get more rapid integration of new staff into the
business
Increase Productivity
Improve Customer Experience
Traffic light your business
Address the “Seven Big Wastes”
• Build the “Big Colouring Book” of your
business
(C) Exigent Ventures Ltd 2011
Managing High
Growth
34. Business Development
– Accuracy in forecasting sales and therefore income, is
vital to drive the cash flow to support a high growth
business
Balancing Your Business
– Having one area of business out of synchronisation
with the rest significantly increases chances of failure.
(C) Exigent Ventures Ltd 2010 - 2014 34
Managing High
Growth
35. Understand:
• How to build a marketing plan
• The importance of accurate Forecasting
• How to Manage your sales function
• How to avoid the 5 big mistakes in when
making an acquisition
(C) Exigent Ventures Ltd 2010 - 2014 35
Managing High
Growth
36. Keeping Your Business Balanced
• Managing optimism
• Moderating “Management Invincibility”
• Maintaining quality
• Getting it all to work together
(C) Exigent Ventures Ltd 2010 - 2014 36
Managing High
Growth
37. What Others Have Said
• “The High Growth Business series has been the best marketing
initiative we’ve undertaken this year. It’s mixed a small group of “A”
list prospects with some of our best clients in a vibrant and
interactive format that all participants recognise to have been of
great value. The parties have learned as much from each other as
from Laurence, but the whole venture has been great fun, well
received and great for our reputation.”
•
• Brendan Magee – James Magee, Maidstone
(C) Exigent Ventures Ltd 2010 - 2014 37
Managing High
Growth
38. ‘This course has provided a clear route map to meeting the challenges of my
rapidly expanding business. I mistakenly held the opinion that such courses
were fine in principle but lacked practical application. This has certainly not
been the case with the course presented by Laurence. I would highly
recommend this course to any business owner who is suffering from growing
pains.’ Mark Fryza Fryza Bannister (accountants)
"Laurence's experience and insights into business practice has given me the
tools and confidence I need to move my business onto the next level. Growing
your business isn't just about hard graft, it's about playing the game with the
right strategy, tactics and mindset!...“ Kerry Richards Director Bang Anderson
(Marketing & Brand Development)
(C) Exigent Ventures Ltd 2010 - 2014 38
Managing High
Growth
39. Managing High
Growth
If you found this interesting then why not sign up for
our regular newsletter “click on the sign”
and get a bonus report :
How to Create a High Growth Firm
40. Managing High
Growth
For More Information About How We can
Help you Achieve Long Term High Growth
Contact us at:
enquiries@managinghighgrowth.com
Or by phone on: 01795 841091
(C) Exigent Ventures Ltd 2010 - 2014
Notas do Editor
People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)
People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)
David Birch's identification of gazelle companies followed from his 1979 report titled "The Job Generation Process," wherein he identified small companies as the biggest creators of new jobs in the economy. Birch estimated that gazelles accounted for only 4% of all U.S. companies, but accounted for 70% of all new jobs. Birch noted that the growth pace of gazelle companies far outpaced that of the Fortune 500 "elephants" and Main Street "mice."
Why is Vision and goals important?Because having a vision provides the reason why you are in business and as an effective leader gives you the direction around which to build or enthuse your team.Or put another way if you have no direction or goal you staff have no chance of know which direction to follow. It also provides the foundation for your culture. Your company will have a culture by default the question is is it the one you want or need and if not how do you change it?
Because in a fast growth business you have little time to ponder about what might be happening in your business. Having a strategy and an implementation plan gives you detailed markers which will quickly identify when things are off course. You them must decide quickly how to respond. Not knowing will mean things get too far out of synch before you attempt to rectify them. Going back to our hammer analogy you've allowed the hammer to get infront of you so it is controlling you rather than you controlling it.
As you grow you will move further away from from the operational detail of your business, you need to have built and be confident that in a high growth environment your management practises and procedures will enable your management team to effectively control, support, and maintain your high growth.
People look for LVA from leaders/gurus. LVA stands for lifestyle, values, authority. Therefore, spend 2 minutes on “why me?”, i.e. use a picture to tell them about your authority/credibility (I use a picture of my old accountancy practice to demonstrate that – like them – I was in practice, a picture of my book, a picture of my kids – which is the values bit – and a picture of me on a bike – which is the lifestyle bit)