The economic activity during the beginning of this year 2016, has not shown a clear trend towards growth or deceleration , some organizations closed a good quarter and others very regular. I dare say that there are more in the second group than in the first. Regardless of the environment, growth pressures remain very high.

Reviewing literature developed on how to grow in times of uncertainty or high complexity, I found a Harvard Business Review article on exceptional growth written by Rita Gunter Mc Grath and Ian C. MacMillan, in which they propose 5 focuses of attention: Customers, Products and Services, Key Metrics, Sector Dynamics and Tectonic Opportunities. Here is a closer look at each:

1) Transform the customer experience: Dramatically change the way customers meet their current needs. Possibly today you have processes and steps created years ago that have no relevance to the consumer and are maintained because the remuneration schemes are tied to them but are not valued by the market today.

2) Transform your offer: consists of comparing the attributes of your products and services against the competition and classify them into 3 groups, basic, differentiating and energizing. If you find that you have a lot of basics, it is time to think about transforming some of them.

3) Anticipate and take advantage of changes in the sector: Many executives know what major changes are coming to their sector, but few capitalize on them to their advantage by being the first to implement disruptive modifications e.g.: in Colombia e-commerce is going to grow very fast, therefore all logistics systems must be prepared to respond to this new dynamic.

4) Redefine your key business metrics: First identify the fundamental characteristics for which you currently charge your customers or measure the profitability of your sales, and review what you can change to better meet your customers' needs. In some cases prices and profitability are defined on the basis of what we know how to do and not necessarily on what the customer values in what we deliver.

5) Create a radically new offering: Doing so within a large company is quite difficult, so the strategy is to observe what entrepreneurs or small companies are doing in their sector in order to acquire or surpass them in the development of the idea.

Most of the strategy proposes a review of the assumptions on which the company currently works, is the service the customer is looking for, is my product still differentiating or relevant, are the variables on which I calculate my profitability the same as the ones the customer values? Not all roads can be taken at the same time, choose the ones that your experience and the market signals indicate to you.

RAFAEL LOPEZ

GENERAL MANAGER

BRANDSTRAT S.A.S.