Seven Drivers of Growth - Ernst &...
Transcript of Seven Drivers of Growth - Ernst &...
Seven Drivers of Growth
EY CPE Fair8 December 2016
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The EY 7 Drivers of Growth in context
► There are two basic dimensions to a company’s growth agenda
Growth capabilities
framework
Where to compete
How to compete
Capabilities required
Management systems
Assessment of growth opportunities: customers, geographies, channels, products, categories etc. and options for growth: organic and inorganic
Assessment of organizational capacity, competencies, resources and processes required to support and sustain growth
Growth strategy framework
EY 7 Drivers of Growth | May 2015
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Seven drivers to accelerate and sustain growth
EY 7 Drivers of Growth | May 2015
► Consider your growth agenda across all 7 drivers. Striking the right balance is key
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CustomerKey considerations
From the outset, leading companies make customers their focal point. They know allabout their customers and they know that building customer loyalty goes hand-in-handwith long-term sustainable growth.
Products, markets and
channels
Sales and pricing
Marketing
Customer experience
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Questions leading executives ask as they accelerate growth. How do I…
…provide a
differentiated customer
experience by predicting
my customers’ needs
and delivering
personalized
value?
…build a brand that
resonates with my
customer base?
…ensuring innovative
and responsive digital
marketing is
integrated with
traditional methods?
...identify the needs of
customers in new
markets?
EY 7 Drivers of Growth | May 2015
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Case studyA litmus test for a change in service
EY 7 Drivers of Growth | May 2015
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People, behaviors and culture Key considerations
Any organization is only ever as good as the people working for it. To win the war for talent, leading businesses build an environment that values diversity and attracts and retains the right people to help grow their businesses.
Performance management
Innovation
Capability
Leadership
Rewards
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Questions leading executives ask as they accelerate growth. Is my…
…People Plan a
fundamental pillar of
my corporate
strategy?
…employer brand used
to attract, motivate and
retain high performers
and teams?
…team’s ability to
drive innovation tied
to performance-
managed rewards and
succession?
EY 7 Drivers of Growth | May 2015
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Case studyBalancing growth and succession in a family business
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Digital, technology and analyticsKey considerations
For business leaders, information is power. It can help them make better, quicker, smarter decisions that improve business performance and manage risk. Digital
enterprise
Technology
Analytics
Security and privacy
Technology function
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Questions leading executives ask as they accelerate growth. Do I…
…understand how digital
technology has
changed my customers’
behavior?
…utilize new technologies
to enable real-time
analytics, which influence
decision-making across the
business?
…use the cloud to connect
the entire value chain,
delivering reduced costs
and exceptional client
service?
EY 7 Drivers of Growth | May 2015
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Case studyUsing analytics to gain insight into customer preferences
EY 7 Drivers of Growth | May 2015
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OperationsKey considerations
An organization’s operating model is the link between strategic intent and the organization’s ability to deliver on that intent. Having a clear approach that aligns operations with strategy will increase an organization’s ability toachieve success.
Operational excellence and
continuous improvement
Operations strategy
Operational resilience and sustainability
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Questions leading executives ask as they accelerate growth. Does my…
…business achieve operational
excellence through a
transparent, real-time and
integrated supply chain that
effectively anticipates and
responds to market
demand?
…business operations
enable flexible business
strategy and innovative
investment?
…business have full
visibility of all partner and
outsource activity,
managing this activity
through a central
strategy?
EY 7 Drivers of Growth | May 2015
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Case studyA closer look at the supply chain
EY 7 Drivers of Growth | May 2015
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Funding and financeKey considerations
All businesses need funds to grow. How a business manages its money, and new investors, will determine its course for the future.
Funding growth
Financial process and controls
Finance, people and organization
Data and technology
Stakeholder management
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Questions leading executives ask as they accelerate growth. Does my…
…growth funding
strategy support the
business strategy?
...structure provide an
optimal combination of
shared services,
outsourcing and local
capability to deliver
consistent services?
...finance function act as a
strategic business partner,
supporting decisions to
maximize return on
capital?
EY 7 Drivers of Growth | May 2015
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Case studyAccelerating growth by enhancing key finance processes
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Transactions and alliancesKey considerations
Leading companies rarely evolve by organic growth alone. They seek successful partnerships and strategic acquisitions capable of enhancing their growth, competitiveness and profitability.
Transaction effectiveness
Partnerships and alliances
Transaction strategy and
planning
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Questions leading executives ask as they accelerate growth. Do I…
…have an effective
strategic plan for M&A
activities?…have a plan for
dealing with divestment
opportunities?
…use strategic alliances
and partnerships to source
innovation and drive
customer and shareholder
value?
EY 7 Drivers of Growth | May 2015
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Case studyExpanding into new markets and improving operations
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RiskKey considerations
All the fundamental challenges a growing company faces, from recruiting the best people to managing finance, have an element of risk. Regardless of a company’s stage of growth, the ability to identify and manage risk stands out as a vital element of success.
Risk management
Stakeholder management
Policies, procedures and
compliance
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Questions leading executives ask as they accelerate growth. Is my…
…company proactively
communicating its risk
management program to
regulators and the public?
…risk strategy clearly
articulated and rigorously
applied to promote
decisions at all stages?
…enterprise-wide risk
management approach delivering
improved business
performance, better profits, well-
managed and secure growth and
efficient use of capital?
EY 7 Drivers of Growth | May 2015
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Case studyThwarting risk by identifying the IT gaps
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A difference of opinion in the C-suite
3.04People, Behaviorand Culture
Digital, Tech and Analytics
Funding and Finance
Risk
Customer
Operations
Transactions and Alliances
2.89
2.87
2.81
2.74
2.73
2.51
3.96People, Behaviorand Culture
Operations
Digital, Tech and Analytics
Transactions and Alliances
Customer
Funding and Finance
Risk
3.59
3.01
2.85
3.30
3.72
3.56 1.055
0.98999
0.5683
0.041
0.1383
0.6968
0.9221
Risk
Digital, Tech andAnalytics
Customer
Transactions andAlliances
Operations
Funding and Finance
People, Behavior andCulture
Ra
nke
d b
y m
atu
rity
me
an
dif
fere
nce
Ra
nke
d b
y m
atu
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me
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dif
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Data sourced from EYGN client meetings uploaded since October 2014
CEO Other C-suite executives Difference
EY 7 Drivers of Growth | May 2015
1
2
3
4
5
6
7
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Digital, Tech and Analytics
Risk
People, Behavior and Culture
Operations
Customer
Funding and Finance
Transactions and Alliances
4.00
3.67
4.00
3.58
2.67
2.50
4.50Operations
People , Behavior and Culture
Transactions and Alliances
Customer
Risk
Funding and Finance
Digital, Tech and Analytics
3.48
3.35
3.43
3.23
3.20
2.93
3.55
Variances by geography
People, Behavior and Culture
Digital, Tech and Analytics
Funding and Finance
Risk
Customer
Operations
Transactions and Alliances
3.77
3.46
3.58
3.09
2.79
2.65
3.92
Americas EMEIA Asia-Pacific
Data sourced from EYGN client meetings uploaded since October 2014
EY 7 Drivers of Growth | May 2015
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Questions?
EY 7 Drivers of Growth | May 2015
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