How We Think

Perspective from Denneen

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Building Blocks FOUR MORE Growth

With a background in consumer-packaged goods brand management and marketing, I am strongly biased towards a “consumer is boss” philosophy. This phrase was coined by former Proctor & Gamble CEO A.G. Lafley during my 11 years at P&G and served to focus the organization on the

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Considering ALL Topline Growth Choices

As a consultant at Denneen & Company, a firm that focuses on growth strategy, not surprisingly, we have many conversations with clients on potential ways to grow. While our approach is to assess the entire enterprise, identify growth opportunities, and collaborate with clients to develop a clear, choiceful, and achievable paths to growth, we often find that many companies aren’t fully considering, and in some cases are neglecting, the range of potential growth choices. For those interested in growing topline sales, to help ensure that you’re exploring all avenues to growth, outlined below are eleven different growth choices to consider in your strategic plan going forward.

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Insights Assessment

Welcome back to the Growth Strategy Series. In our last chapter, we discussed mobilization and the strategy readiness phase for growth strategy development – what to expect, who to include, and how to keep people motivated and on-track. Key takeaways are as follows:

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Leveraging Corporate Brands to Maximize Value

Once purely an investor and employee-facing corporate brand, for over a decade, Procter & Gamble has successfully leveraged the P&G brand to create global programs that build corporate equity while driving incremental product brand sales.

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New Revenue Streams as a Path to Growth

In a 2021 study among over 1000 executives, McKinsey & Company found that these business leaders expected 50% of their company’s 2026 revenue to come from products, services, or businesses that had yet to be created.

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Strategy Adaptation in Turbulent Times

Amidst the unprecedented impact of Covid-19, we recognize that many of you are now faced with significant uncertainty, often requiring revisions, and in some cases, wholesale changes, to your goals and strategic choices. To help guide your path forward, we developed a new white paper: ‘Strategy Adaptation in Turbulent Times’. We hope that you find it an interesting read and relevant to your current and future strategy development and decision-making.

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Strategy Assessment

Welcome to Denneen & Company’s growth strategy series! For more than 29 years, Denneen & Company has helped leading companies devise pragmatic, actionable strategies to achieve their growth objectives.

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Strategy Development & Articulation

Welcome back to the growth strategy series. In our last chapter, we discussed the insights generation phase of growth strategy development. Key takeaways are as follows: Insights are not findings and observations. They are the result of careful analysis and often a combination and synthesis of various facts and data points.

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Strategy Execution

Welcome to the final chapter of the growth strategy series. In our last chapter, we discussed strategy quantification, including team composition, roles and responsibilities, and best practices when identifying and quantifying the underlying strategic initiatives supporting each imperative. Key takeaways are as follows:

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Strategy Quantification

Welcome back to the growth strategy series. In our last chapter, we discussed how to develop and articulate a growth strategy at a high-level. It covers the development of brutal truths, as well as key elements of a well-articulated strategy such as a purpose, vision, financial objective, strategic imperatives, and enablers. Key takeaways are as follows:

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Strategy Readiness

Welcome back to the Growth Strategy Series. In our last chapter, we discussed the importance of periodic assessments of company strategy. Key takeaways are as follows: All companies should dedicate part of their standard operating cycle to strategy assessment and evaluation

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