Growth Carousel™

Before optimizing the customer lifecycle, we’ll need to consider where we’re at and what we are facing. It makes no sense to increase marketing or sales efforts if customer expectations, i.e., their frame of reference, has changed dramatically due to far superior value propositions from competitors.

16.1 - SITUATIONAL ANALYSIS

If the business enterprise isn’t facing disruption (premature discontinuation of current revenue streams) it generally focuses on:

• OPTIMIZATION (= increased efficiency; fragile, doing things better)
• INNOVATION (= increased effectiveness; antifragile, doing better things)

In the simplest of words: the business enterprise can either decide to increase its performance or redude costs to make more profit (optimize), or choose to offer additional value (innovate).

However, if the business enterprise is faced with disruption, it needs to shift its focus to:

• ADAPTATION / CHANGE (= increased robustness; fragile, doing things better)
• TRANSFORMATION (= increased resilience; antifragile, doing better things)

Simply put, the business may choose to offset the competition (change its products, processes, or business model), or reinvent itself and its entire operation (transform).

16.2 - READINESS TO CHANGE

Before applying the ROUNDMAP, you will need to assess the actual business situation, both external as well as internal, including:

• Externalities, from producing or consuming the product, that may harm the image of the brand,
• Internalities, following the decision to consume the product, that may harm the image of the brand,
• Changes in competitive forces, such as new market entrants or threats of substitute products,
• Changes in customer behavior, such as a preference to work remotely. For instance, Fujitsu announced to reduce its office space by 50% by shifting 80.000 of its 140.000 employees to work primarily remote,
• Side effects of public scrutiny, for instance, side effects from the Me-too movement or the Black Lives Matter Movement.
• Changes in disruptive exposure, f.i. due to technological advancements, political choices, social change, or environmental concerns,
• The ratio between risk-seeking and risk-aversion amongst senior leadership members,
• The attitude toward creatives and innovators and the existence of an applied support structure,
• The intensity, rigidity, and frequency of interrelationships and interdependencies throughout the organization and beyond,
• The level of collaboration, cooperation, and commitment.

After you’ve assessed the business situation, you’ll need to consider their likely (or unlikely) effects on the course of the business, thereby creating scenarios that allow the business to benefit from or mitigate against these effects.

Underneath you’ll find the Growth Carousel™, containing four ways to react to a given situation.

16.3 - BUSINESS CAROUSEL™

To understand the impact of (often technological) disruption, we’ve created the Business Carousel™ (was Cycle of Disruption™) consisting of four stages: Assumption, Adaptation, Acceleration, and Assimilation ─ inspired by the theories of recurring Business Cycles (Expansion, Crisis, Recession, Recovery) by Kitchin, Juglar, Kuznets, Schumpeter, Perez, and Kondratieff.

16.4 - COMPLEMENTARY MODELS

As you may have noticed, Growth Carousel™ and Business Carousel™ are complementary: if a business decides to transform, it will enter the arena of the Business Carousel™ as a technological innovator. It will still need to drive adoption to be able to displace old technology. However, its heading will be regarded as disruptive.

Based on a detailed assessment, ROUNDMAP™ Professionals will be able to reveal the Conditional and Situational Readiness™ of your company relative to market conditions while providing insights into what could be a more lucrative heading.

You can find the slide (PDF) here.

"Why is it that we don’t worry about a compass until we’re lost in a wilderness of our own making?"

~ Craig D. Lounsbrough

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