Growth Matrix

This is one of the more traditional growth frameworks, but nevertheless a helpful one.




The trick is obviously to think through the dimension: Entering new markets can mean new geographies, new customer segments, or new applications, products and service offerings. That dimension is usually fairly clear. The trickier task is how to define distinctive capabilities. It’s hard enough to define what a company’s or division’s current unique capabilities are. But there are a number of interesting frameworks on that as well – next week …