The Sustainable Growth Conundrum

In my last blog was about mastering ten challenges to sustainable progress, I addressed the common challenges for sustainable progress. Today, I am addressing the topics where all these challenges need to be overcome for sustainable growth. I chose “The Sustainable Growth Conundrum” as the title of my blog on my thoughts on sustainable growth, a topic of extreme importance to all entrepreneurs, since, the understanding of sustainable growth and subsequent corrective and preventive measures can be quite confusing.

Some potential customers of mine, mostly large and multinational enterprises, normally would have identified what is impeding sustainable growth and ask for a specific intervention. And the others, micro, small and medium enterprises, who have succumbed the current reality, but dream and hope to grow, explain and show their company and ask me to tell them in what way we can contribute. I ask them in their opinion, what their main challenges are. The reply is everything is fine. I then ask them, what is their dream in the next 5 years or 10 years. Now the dialogue starts as I explain The Sustainable Growth Conundrum, by addressing the top 10 demand topics first and then the top 10 supply topics. Of course, money and cash is a primary resource necessary for both the areas and can be generated through various funding channels.

Normally prospecting of potential customers is the weakest link on the demand side and business/operations planning/review on the supply side. Of course, each of the other topics are equally important and need to be addressed. Once a weakest link (or a constraint) is addressed (or elevated), then seeking the next weak link is more effective. Simultaneously addressing the weakest links on both supply and demand side is necessary to streamline and maintain the flow.

Which are the demand and supply weakest links in your company?

Working on these common challenges in each of these topics is the essence of our doHow®.

  • Stakeholder Analysis for improving the effectiveness of the efforts put in.
  • Common Understanding for exceptional teamwork with synergy (1+1>2).
  • Strategy Detailing for creating a sense of purpose for every employee.
  • Performance indicators to focus on the drivers that impact outcomes.
  • Execution Planning for operational excellence through empowerment.
  • Process mapping for excellence with input, process and output success factors.
  • Realtime Reporting for accountability, transparency, and performance.
  • Continual Learning for organisational competence, excellence, and agility.
  • Problem Solving for developing grounded successful strategies/approaches.
  • Routine dialogue for mutual push to perform and for mutual learning.

In the coming weeks I will explain my thoughts on how to address the common challenges in each of these demand and supply topics.

Happy reading!

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