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Disruptive Scalability – Leap Growth for Exponential Returns | Scott Hamilton | Lunch & Learn
The document outlines a lunch and learn event hosted by the ENP Institute focusing on disruptive scalability and growth strategies in various industries. It emphasizes the importance of leveraging technology for business scalability, exploring unique value propositions, and adapting to evolving market demands. Key elements for achieving scalability are discussed, including resource optimization, strategic alliances, and a mindset shift towards innovative practices.
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Disruptive Scalability – Leap Growth for Exponential Returns | Scott Hamilton | Lunch & Learn
- 1. Disruptive Scalability- LeapGrowth for Exponential Returns Scott Hamilton, ENP Institute/Nextworks Strategy
- 2. Current Economy -Hay and Pets
- 3. Lunch and Learn Objectives 1)Opportunity to bring people to the Cove and highlight the great ecosystem we have here. 2) Networking and facilitated collisions of like-minded people. 3) Content learning on topics related to innovation and entrepreneurship that will help them on their entrepreneurial journeys. (Caveat- Talking about scale is like boiling the ocean)
- 4. Your Obligation Today Participate! Ifyou have a question or a specific value proposition you think you can scale (or trying to scale)- speak up If you are an EIR or industry expert- share some of your own successes and learning experiences
- 5. ENP Institute (Forums) Whatis this organization about? Who are we? What can you expect from today? 10 Years, 300 + Forums and C-suite/Key Leader Collaborations 915 Speakers, Over 27,800 Attendees
- 6. Advisory Support. •Strategy Development& Offsite Facilitation •Leadership Development •Customer Centricity •Project Excellence •Organization Alignment
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- 8. Next Practices Ideas, processes, conceptsand solutions that move you beyond the “status quo”. Not “how are others doing it best” but rather, “where do we go from here that represents a true, fundamental shift in value”…
- 9. September 11 ENP &Octane Pharmaceutical Sector Impacts on your Business
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- 11. Who is inthe room? Revenues more that $1 billion Revenues more than $300 million Revenues more than $10 million No revenue, I just like pizza…
- 12. Industry Sectors Here Healthcare Hospitality Professional Services(consulting) Transportation Technology
- 13. What is YOURDefinition of Scale?
- 14. Today’s BFO Digital transformationhas changed the entire approach, velocity and return on scale. If you don’t base your business platform and infrastructure on relevant, integrated and agile technology applications, your ability to scale will revert to analog speed (or slower).
- 15. A Few KeyElements of Scale 1 – Are we operating the business at scale? Operating the business at scale means allocating resources to drive the greatest results and volume. Operating the business at scale is about optimization, not duplication, of efforts. 2 – Are we taking advantage of the scale of the business? Scale is another word for size. Companies can leverage their size by negotiating exclusive dealings, favorable terms and volume discounts with other organizations. 3 – Can the solution scale-up or -down based on demand? Most industries have periods with increased demand (retailers during the holiday season). Cloud companies like AWS let users increase or decrease capacity as needed. 4 – Does the business scale? Scalable businesses grow revenue with minimal to no new operating costs (software). If operating costs increase at the same rate as revenue growth, the business does not scale (professional services). 5 – How fast can we scale the business? Successful companies create a repeatable sales process. Once the process has been developed, companies can accelerate revenue by expanding (scaling) to additional geographies.
- 16. Where do you start? ScaleEssentials Value Proposition Differentiated Market Strategy Flawless Execution Cash Start up…Scale up or Stall out (fail to scale)
- 17. Disrupting Scale for ExponentialGrowth >Strategic Pivots via the Value-Cost- Market Model >OKRs >Scale mindset
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- 20. Value Proposition Creation per JeffBezos "The balance of power is shifting toward consumers and away from companies… The right way to respond to this if you are a company is to put the vast majority of your energy, attention and dollars into building a great product or service and put a smaller amount into shouting about it, marketing it.“ "Your margin is my opportunity."
- 21. Market & CustomerStrategy
- 22. Growth Model of aMarket- Creating Strategy Highest disruptive creation: Offering a breakthrough solution to an existing industry problem Medium disruption: Redefining and solving an existing industry problem Low disruption: Identifying and solving a brand-new problem or seizing a brand new opportunity (i.e. if does not disrupt existing industry- ringtones)
- 23. Existing Business- A New Value- CostFrontier Path one- Look across alternative industries Path Two- Look across strategic groups in your industry Path Three- Look across the chain of buyers and redefine the industry buyer group Path Four- Look across complimentary product and service offerings Path Five – Rethink the functional- emotional orientation of your industry Path Six – Participate in shaping external trends over time
- 24. Our advice… “Look atwhat industry/product/service hasn’t been scaled yet and go for it”
- 25. Scale is acceleratedby low friction and high adoption- via technology
- 26. High Friction Pointof Sale
- 27. Tesla- Low FrictionPoint of Sale
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- 29. Talent for Scale Earlystage- Fractional C-suite executives and expert support? Right person, right time Contrarian team player Later- Can your leadership keep up with the multiples? Run one short
- 30. Cost and RevenueStreams
- 31. Cost – Revenue Doesthe business scale? Scalable businesses grow revenue with minimal to no new operating costs (software). If operating costs increase at the same rate as revenue growth, the business does not scale (professional services).
- 32. Internally generated cash ThinkAmazon Avoid debt Cash flow funds expansion Avoid dilution of shares
- 33. Capital Stack Identify cash needs andsources early Tap into multiple sources depending on need and level
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- 35. OKR- Objectives and KeyResults “Ideas are easy, execution is everything… “ John Doerr
- 36. Key Metrics Sales peremployee Customer growth milestones Viable innovations to your VP
- 37. Execution Checklist- More Scale Levers Leadership teamaligned – on the same page Stakeholders are aligned Roles and accountability Core values and Purpose are “alive” Plans and performance are visible to everyone
- 39. “Leap Growth” Scaling $1million to $2million Validation of your VP $5 million to $20million Talent $25 million to $100 million Infrastructure $100 million to $500 million Cash/Inorganic/Alliances
- 40. Leap Growth Mindset •Quit Trying Harder – Trying harder only produces incremental gains. A quantum shift is an elegant solution requiring far less effort. • Ignore Conventional Wisdom and Approaches– A quantum leap requires an abrupt change in your behavior. It requires finesse over effort, simplicity over complexity, a new paradigm and a fresh perspective. • Think Beyond What Common Sense Would Allow – Quantum leaps require “uncommon sense.” Rethink your thinking. Be unreasonable. Violate the boundaries of the probable. • Suspend YOUR Disbelief – Act as if your success is certain and proceed boldly. • Focus On Ends Rather Than Means – It is critical you have a clear vision of what you want to accomplish. Solutions and tactics will appear. Draw the map as you go. • Rely On The Unseen Forces – When you focus on your clear vision of what you want to accomplish, and move confidently toward it, unexpected and unknown resources materialize to conspire for your success. • Choose Your Own Set Of Rules – You can never avoid risk, but you can choose which risks you will take. Risk believing in yourself. • Trust In The Power Of The Pursuit – Dreams and big ideas begin to transform into reality when they are pursued, because the world behaves differently when you go after what you want. Disciplined action everyday. • Seek Failure and Learn – Unless you are willing to fail, you will never have the opportunity to test the limits of what you’re capable of accomplishing. • Beware of Comfort – Quantum leaps jerk you out of your comfort zone and places you out on the frontier of new experiences. If you aren’t experiencing discomfort, the risk you are taking probably isn’t worthy of you.
- 41. Scale Accelerators Internal “disruption teams” Thewell timed pivot- model and/or markets Strategic Alliances/Licensing/Pa rtnering
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- 44. A Shift in MarketSpace
- 45. Shifting to Time Based Modelof Service
- 46. Your Personal KeyAttributes for Disruptive Scale Passion Persistence Peripheral vision
- 47. You must beyou "To model yourself after Steve Jobs is like, 'I'd like to paint like Picasso, what should I do? Should I use more red?" -- Larry Ellison
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- 50. Next Practices Strategy 1. Eliminate What processesor services can you eliminate that your industry has long competed on? (Stop doing) 2. Raise Which services should be raised well above the industry’s standard? (Competitive differentiation) 3. Reduce Which processes or services could be reduced well below the industry’s standard? (Save $ and resources) 4. Create What services/customer satisfaction methods should be created that the industry has never offered? (Start doing)
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Editor's Notes
- #51 This is what our Nextworks Strategy clients are doing right now- this quarter