It found that growth champions:
(For the sake of continuity, the appropriate discipline from Six Disciplines for Excellence has been inserted)
- Were very clear about their markets or businesses and where growth will come from. (Discipline I-C Renew Strategic Position)
- Articulated clear profit models that were well understood by managers and focused the whole business on a few initiatives. (Discipline I-E Define Vital Few Objectives)
- Engaged in the disciplined execution of growth initiatives at all levels of the organization and translated customer insights into new offerings and/or business improvements.
- Maintained strong metrics/feedback to identify what was or wasn't working. (Discipline IV-E Monitor Measures)
- Made effective trade-off decisions about which opportunities to invest in (Discipline V - Innovate Purposefully)
- Ensured there was sustained alignment of their leaders and actions to support growth strategies (Discipline III-F Align People)
- Built on their leaders' capabilities to grow the company from within (Discipline VI-D Review Individuals)
BOTTOMLINE: What set growth champions apart was their ability to implement (execute) these business practices in conjunction with one another and to pursue the practices with a greater level of intensity. The growth champions implement these key practices in a systematic way.
(Thanks to our friends at Management-Issues for the tip)