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Books > Business & Money > Management & Leadership > Management > B004OEIOCO
  1. Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity
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  2. Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity

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You've been charged with growing your business. Incremental growth can no longer deliver the results you need. You need truly dynamic growth - and you need to achieve it without risking a hugely expensive gamble. How can you encourage innovative new ventures and pursue ambitious growth while minimizing risk?

In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects--before it's too late.

Providing tools that will help you select and better assess the potential of any strategic venture, from new product lines to entirely new businesses, the authors outline a comprehensive process that lets you identify, manage, and leverage your company's full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you'll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires.

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Kindle Edition
Kindle eBook
Harvard Business Review Press
Harvard Business Review Press
Harvard Business Review Press
Harvard Business Review Press
Most Helpful Customer Reviews

This is a very enlightening book that builds on the authors' HBR article of July-August, 1995 called Discovery-driven planning. Instead of the typical approach for evaluating innovative projects of complex, risk adjusted financials, that results in analysis paralysis, and reduces judgement, the authors suggest an innovative approach that focuses more on the assumptions and generates the results by backing into the financial justification with reverse financials. The assumptions based planning approach is very rich and powerful, and having used it myself a number of times with teams, I can tell you that it results in a very motivated team developed plan and business case. Then, instead of using the potentially bureaucratic "stage-gate" processes for governing execution that are in place today in most companies (but often don't work well with highly uncertain projects, by the way, due more to the mechanics than the process), they recommend an assumptions driven conversation based... Read more
In the first chapter, Rita Gunther McGrath and Ian MacMillan explain that their core thesis is that companies that use conventional methodologies to pursue exceptional growth will simply not be able to accomplish growth that allows them to break out of the pack and deliver exceptional results." If so, what do they recommend? What they call "discovery-driven planning" that will guide and inform the introduction of new growth initiatives (e.g. businesses, products, services, franchises, strategic alliances, and even potential mergers and acquisitions). "Through discovery-driven planning (DDP)," McGrath and MacMillan point out, "organizations set up bold plans to pursue futures they frame, to learn where their futures lie, and to test their assumptions about those futures at the lowest possible cost."

Readers will especially appreciate McGrath and MacMillan's brilliant use of reader-friendly devices, including self-diagnostics, check-lists, figures, and tables, to identify... Read more
In my former role as Air Products and Chemicals Director of New Business Development, I was responsible for finding and implementing the very best tools for innovation that we could find to grow the company. Discovery Driven Planning has since been at the core of our successful efforts to incubate new businesses and innovate, while containing risks. Our Chief Financial Officer at Air Products is a huge fan of the technique, because for the first time he's found a solution to either constraining innovation projects with planning methodologies that aren't appropriate for high-uncertainty ventures, or letting projects go forward without discipline. The approach has been used in our company to test ideas for new technologies, to plan our entry into new markets and to decide when a project needs to be redirected, or even shut down. It has saved us hundreds of thousands of dollars by helping detect issues early and take corrective action before the big, expensive investments have been... Read more
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