Sanjay khosla worked with
Unilever in India, Fonterra and
Kraft. Mohanbir Sawhney is a
Professor at Kellogg's Business
A refrain you hear in every
company is “we are doing too
much", 'we are stretched too
thin', 'we are drowning in routine’
and ‘we have become too
When you look at sales, look at
the quality of sales, how
sustainable is it? Quality growth
builds on itself.
Key principles for growth
• Do less, make fewer bets.
• Be bold, focus on highest potential initiatives.
• Simplify and keep costs low
• Execute, keep testing and refining.
• Unleash people, give them resources and
Sustainable growth is not
something you get into overnight.
It is a journey that requires
Each extra move seems logical
when made, but expansion
without focus leads to
disappointment. Capabilities get
stretched and complexity
increases faster than revenues.
After a while, expansion becomes
expensive and brand managers
tend to binge like junkies on
On the other hand, deleting is
simple, you can stop doing
something stupid faster than you
can start something new.
In most companies revenues grow
linearly and complexity grows non
It is never about doing more, it is
about doing things better. Focus
needs simplicity in strategy and
clarity in execution.
‘It is always a question of how
innovative and how brave you
are” Tim Clark, President –
Focus needs a ton of discipline.
The business world is full of
temptations posing as
You cannot eat insights for lunch.
Translating insights needs
Workshops have become the
staples of the business world.
With numbing power points,
paper lists tacked to the walls,
workshops provoke silent groans.
In any workshop- mute the boss,
this always leads to a better
workshop as people speak up.
Kraft historically had low levels of
openness around open and honest
Leaders play a key role as catalysts
in discovery, but they need to step
back and let the teams drive the
Brands are emotional connections
that stay relevant for generations.
No company is an island and it has
to build collaborative relationships
in the eco system. That can be a
powerful lens for growth.
Innovation has three Ms. :
Momentum ( winning potential),
margin ( profit potential) and
materiality ( revenue potential)
Innovation should always ask-
how big is the potential, what
resources do we need and what
time frame of advantage do we
Good people have four essential
qualities – passion, team players,
transformational and are
dissatisfied with the way things
Under the right circumstances,
leaders should focus on defining
ambitious goals and then let their
managers and teams figure out
Good reviews are built on one
element – trust.
Focus on what matters, create
sustainable growth and innovate
Strategy is useless without
execution. Execution fails when
companies try to do too much.
The most important lesson about
metrics, is that simpler your
metrics, the better the chance of
What do we measure
When do we measure it
Who gets involved
Own up to mistakes, stories of
failure can inspire and be
Manage a few innovations well,
rather than managing all badly.
Don’t introduce a new product if it
doesn’t have a margin higher than
Secure your future by investing in
brands and customers.
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