Growth Factory is a partnership between Outside and Purplebeach, two of the world’s most progressive performance consultancies, to build growth engines capable of driving new revenues 10x faster than conventional market-building, new product development and marketing initiatives.
GROWTH FACTORY PROGRAMMES HELP BUSINESSES RAPIDLY ACCELERATE GROWTH BY EMBRACING TECHNOLOGY AND BUSINESS MODEL INNOVATION WHILST MINIMISING RISK.
Growth Factory is a partnership between Outside and Purplebeach, two of the world’s most progressive performance consultancies, to build growth engines capable of driving new revenues 10x faster than conventional market-building, new product development and marketing initiatives.
THE PROBLEMS WE SOLVE
1. Successful organisations that are challenged by a rapidly changing environment
2. Where the purpose and ambition of the organisation doesn’t match the opportunities and pace of change
3. Innovation initiatives fail to deliver, are killed or marginalised by the ‘immune system’
4. Moving past a continuous battle between delivering short-term value and creating value tomorrow
5. A hierarchical organisation where decision-making is linear and slow.
THE PROBLEMS WE SOLVE
1. Successful organisations that are challenged by a rapidly changing environment
2. Where the purpose and ambition of the organisation doesn’t match the opportunities and pace of change
3. Innovation initiatives fail to deliver, are killed or marginalised by the ‘immune system’
4. Moving past a continuous battle between delivering short-term value and creating value tomorrow
5. A hierarchical organisation where decision-making is linear and slow.
THE PROBLEMS WE SOLVE
1. Successful organisations that are challenged by a rapidly changing environment
2. Where the purpose and ambition of the organisation doesn’t match the opportunities and pace of change
3. Innovation initiatives fail to deliver, are killed or marginalised by the ‘immune system’
4. Moving past a continuous battle between delivering short-term value and creating value tomorrow
5. A hierarchical organisation where decision-making is linear and slow.
6. A highly skilled workforce but lacking in the capabilities to drive transformation and growth (agile, digital, growth acceleration, customer insight, experimentation)
7. The need for growth beyond improving the existing business model
8. Processes and organisation designed for a market reality that no longer exists
9. Evolving a defensive culture that is focused on defending the status quo rather than solving new and emerging customer problems
10. Seeing digital as transformation rather than the means to unlock new high growth business models
6 . A highly skilled workforce but lacking in the capabilities to drive transformation and growth (agile, digital, growth acceleration, customer insight, experimentation)
7. The need for growth beyond improving the existing business model
8. Processes and organisation designed for a market reality that no longer exists
9. Evolving a defensive culture that is focused on defending the status quo rather than solving new and emerging customer problems
10. Seeing digital as transformation rather than the means to unlock new high growth business models
6 . A highly skilled workforce but lacking in the capabilities to drive transformation and growth (agile, digital, growth acceleration, customer insight, experimentation)
7. The need for growth beyond improving the existing business model
8. Processes and organisation designed for a market reality that no longer exists
9. Evolving a defensive culture that is focused on defending the status quo rather than solving new and emerging customer problems
10. Seeing digital as transformation rather than the means to unlock new high growth business models
HOW DOES IT WORK?
Although we always create a unique experience for our clients based on their circumstances, here’s an example of how it might work for you:
Month 1 - Setting out
Our first step is to form a Growth Leadership Team and work with senior leaders to build the mindset and define the building blocks of the Growth Engine. This includes identifying significant customer problems and in high potential markets, agreeing what experiments to run to test new value propositions and identifying the community of talent across the organisation that will become involved.
Month 2 - Reaching out
Recruiting an external Growth Advisory Board will help the Growth Leadership team and community to quickly gain powerful real work knowledge about how to adapt the organisation to new market realities, optimising growth engines, rapidly scaling new solutions and how digital can unlock new business model potential.
Month 3 - Start the 10x growth process
Run a 3-month Growth Accelerator that forms the basis of building out a leadership, culture and process shift to create a Growth Engine that is capable of generating £500M organic growth in 3-5 years. The first 4-month cycle involves 4-5 teams working in intense 2-week sprints, including a 2-day launch event, mid-way pitch and final pitches with the goal of kill/pivot/scale.
Onwards
Over the course of 18-24 months we provide the challenge, support and access to a global network of expertise to help build the Growth Engines and culture that will enable an organisation to thrive in the 4th industrial revolution. We don’t seek to create dependency, we stand on our results.
HOW DOES IT WORK?
Although we always create a unique experience for our clients based on their circumstances, here’s an example of how it might work for you:
Month 1 - Setting out
Our first step is to form a Growth Leadership Team and work with senior leaders to build the mindset and define the building blocks of the Growth Engine. This includes identifying significant customer problems and in high potential markets, agreeing what experiments to run to test new value propositions and identifying the community of talent across the organisation that will become involved.
Month 2 - Reaching out
Recruiting an external Growth Advisory Board will help the Growth Leadership team and community to quickly gain powerful real work knowledge about how to adapt the organisation to new market realities, optimising growth engines, rapidly scaling new solutions and how digital can unlock new business model potential.
Month 3 - Start the 10x growth process
Run a 3-month Growth Accelerator that forms the basis of building out a leadership, culture and process shift to create a Growth Engine that is capable of generating £500M organic growth in 3-5 years. The first 4-month cycle involves 4-5 teams working in intense 2-week sprints, including a 2-day launch event, mid-way pitch and final pitches with the goal of kill/pivot/scale.
Onwards
Over the course of 18-24 months we provide the challenge, support and access to a global network of expertise to help build the Growth Engines and culture that will enable an organisation to thrive in the 4th industrial revolution. We don’t seek to create dependency, we stand on our results.
HOW DOES IT WORK?
Although we always create a unique experience for our clients based on their circumstances, here’s an example of how it might work for you:
Month 1 - Setting out
Our first step is to form a Growth Leadership Team and work with senior leaders to build the mindset and define the building blocks of the Growth Engine. This includes identifying significant customer problems and in high potential markets, agreeing what experiments to run to test new value propositions and identifying the community of talent across the organisation that will become involved.
Month 2 - Reaching out
Recruiting an external Growth Advisory Board will help the Growth Leadership team and community to quickly gain powerful real work knowledge about how to adapt the organisation to new market realities, optimising growth engines, rapidly scaling new solutions and how digital can unlock new business model potential.
Month 3 - Start the 10x growth process
Run a 3-month Growth Accelerator that forms the basis of building out a leadership, culture and process shift to create a Growth Engine that is capable of generating £500M organic growth in 3-5 years. The first 4-month cycle involves 4-5 teams working in intense 2-week sprints, including a 2-day launch event, mid-way pitch and final pitches with the goal of kill/pivot/scale.
Onwards
Over the course of 18-24 months we provide the challenge, support and access to a global network of expertise to help build the Growth Engines and culture that will enable an organisation to thrive in the 4th industrial revolution. We don’t seek to create dependency, we stand on our results.
REAL TRANSFORMATION NOW
Growth Factory is led by Jean Gomes and Annemie Ress who together have 50 years’ experience in driving performance and innovation in some of the world’s most successful global brands. Together, they bring a unique blend of strategic thinking, thought leadership and practical experience of large-scale growth transformation. Their team comprises experts from around the world in every field of leadership, digital transformation, change management and people and culture innovation. They have led global transformational assignments in organisations such as eBay, Skype, BBVA, Irish Life, IMI, Unilever, Sony, Halma, Coca-Cola and Lebara.
REAL TRANSFORMATION NOW
Growth Factory is led by Jean Gomes and Annemie Ress who together have 50 years’ experience in driving performance and innovation in some of the world’s most successful global brands. Together, they bring a unique blend of strategic thinking, thought leadership and practical experience of large-scale growth transformation. Their team comprises experts from around the world in every field of leadership, digital transformation, change management and people and culture innovation. They have led global transformational assignments in organisations such as eBay, Skype, BBVA, Irish Life, IMI, Unilever, Sony, Halma, Coca-Cola and Lebara.
"Jean and the team have been instrumental in helping us to redefine our growth strategy in the context of the new world dynamics. They have given our leaders the right mindset to enable our continued success in these fast-changing times."
Andrew Williams, Chief Executive Officer, Halma Plc
