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Teams aren't formed around ideas.
Instead, teams discover them.
Selecting, training and supporting the
differentiated roles of a new organization.
A punch list for the new organization.
Frequently encountered challenges.
How we help in the immediate, near-term
and long-term time horizons of building
the new enterprise.
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Oyster-centric definitions of terms used
on this site.
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How do we migrate from being good at extending ideas and incremental growth to developing and building new growth platforms?
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Typical Issues
While every business circumstance presents unique challenges and individual chemistries, many of the organizations with which we work share a great deal. As a result of this shared set of problems, typical issues arise in nearly every project we undertake.
Leadership Issues
Guidance, oversight, direction and encouragement.
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How can the CEO frame the enterprise growth challenge so that it is embraced by the corporation? |
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How can the CEO explain the process to pursue enterprise growth? |
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Who is responsible and accountable for the execution of enterprise growth? |
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How will commitment be built within a top team which is principally focused on their respective business units and competing agendas? |
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How can cooperation and resource sharing be inserted as core corporate values? |
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What are the preconditions for successful growth initiatives? |
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What is the role, work and value added of the executive team in achieving growth? |
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Who will be responsible for oversight and investment decisions? |
Organization Design Issues
Institutionalizing entrepreneurship.
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What capabilities and know-how are required to close the gap? |
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What framework would support the enterprise growth goals? |
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What organization and governance structures are appropriate? |
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What is the profile of the leader of an organization designed to develop and execute new growth platforms? |
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What disciplined and systematic processes are required to improve the odds of success? |
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What are the rules of engagement between a new platform growth team responsible for filling the enterprise growth gap and the business unit leaders? |
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How do we migrate from being good at extending ideas and incremental growth to developing and building new growth platforms? |
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How do we shift from a concentration on products to the creation of platforms which generate multiple new products and businesses? |
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What capabilities are needed to manage a portfolio of opportunities? |
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How do we harness these capabilities to create a stream of new platform growth opportunities? |
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What new management systems and processes are needed to deliver new value creation? |
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