Grow or die.
For most companies, that's both an aspirational mandate and an economic reality influenced by market conditions.
So when a company's growth stalls, declines or otherwise falls short of expectations, the impetus for action is clear. Something must be done. . . and fast.
The temptation is to look at the problem as a simple matter of sales and profit. Just grow your sales and you'll make more money. Easy, right?
And when companies are falling short, they typically focus on one or both of two issues:
Done correctly, these processes:
Good thinking on this topic is well-documented by some of the leading executives and business consultants in books including Larry Bossidy’s Execution, Verne Harnish’s Scaling Up, Patrick Lencioni’s The Five Dysfunctions of a Team, and more recently, A.G. Lafley’s Playing to Win.
In the end, a company's board should expect the CEO to develop a compelling plan for growth. It should also expect to hold the CEO accountable for putting into place a management process that clearly defines:
This last piece is the key “enablement process” that will drive performance and create a performance-based culture.