PREPARING YOURSELF FOR MANAGING GROWTH
How do you manage a growing company? What can you learn from other CEOs facing the dual challenges of maintaining growth and profitability? What issues are you likely to face and how can you best resolve them? We address these questions and more.
We believe our book is unique. We combine extensive interviews and data from nearly two hundred companies along with first hand experience in building J. P. Industries (JPI), a Fortune 500 company.1 Our diverse research and management experience confirm that companies are dynamic and must be managed that way. We sum up our guidelines in the Dynamic System Planning Model that we will show is practical yet based on well-tested theory. We especially address challenges faced by small growing firms. But the model applies whether or not your company is growing right now. It applies whether you have five employees or five thousand, whether you face a maelstrom of growth and change or stagnation and decline. The model provides a means to develop a more successful company strategy for higher profits and growth.
THE DECISION: TO GROW OR NOT
Consider this unusual concept: you don’t have to grow to be self-employed and financially secure.
Ron started several businesses during his life, but once each venture was underway, he eventually reached a point where the business managed him rather than the other way around. While adept at identifying new markets and making sales, when it came to working with other employees, assigning tasks and coordinating their efforts, he never seemed quite able to make the transitions needed to assure business success. After several such failures, Ron hit upon a suitable niche for his talents–as a promoter of trade shows. He has no employees to contend with, each show is of relatively short duration, and he can move on to the next project before he gets bored or runs into complex management challenges.