ne of the most pressing issues for senior leaders is enterprise growth. Yet shockingly, little is known about the factors driving and impeding organizational growth. My research in the past few years has aimed to rectify this gap in our knowledge. I have begun a long-term research project, involving both statistical analysis and in-depth case studies, to understand why some organizations grow faster than others and why some organizations stop growing. This research has, so far, formed the basis of my second year MBA course at Harvard Business School called Managing Growth. It is a topic I will continue to explore thoroughly in coming years.
Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex, corporate arteriosclerosis sets in. “Creative Construction” provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.
Virgin Group: Finding New Avenues for Growth
Harvard Business School Case 612-070
This case examines Virgin Group’s growth strategy and in particular, the challenges of growth for an organization committed to a private ownership (family) capital structure.
Chef Davide Oldani and Ristorante D’O
Harvard Business School Case 613-080
This case examines the unique business model of Ristorante D’O, a high-end gourmand restaurant located near Milan, Italy.
Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth
Harvard Business School Case 916-052
Pal’s Sudden Service has developed a unique operating model and organizational culture in the quick service restaurant business.