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Bringing the Team Along for the Ride

Fri, 09 Jan 2026 17:03:10 GMT

Returning to our Revenue Growth Plan Assessment, the majority of CXOs who have taken the assessment so far have responded ‘partly true’ to the statement: ‘Our workforce has ‘bought into’ [our] revenue growth strategy’. This can be a real problem. Implementing a revenue growth plan (or any plan, for that matter) is difficult at the best of times. Now try and do it with limited buy-in from the teams who actually have to execute it. The odds of success will likely worsen considerably.

Assuming a company has a growth plan, buy-in can be helped considerably if a written document (Powerpoint, most likely) of the plan is created and shared with the workforce . Having ‘town halls’ to go over the plan can also be important. Sounds like common sense, but often mid-sized companies move at such a pace that the need to build and communicate a growth plan is lost by the roadside. Capabilities can be an issue as well, especially creating something compelling and understandable for the wider company to get behind.

The key point is to get the plan out of the exec team’s head and onto paper. This then serves as the company’s North Star , explaining to people where the company is going and how it intends to get there.

Take our Revenue Growth Plan Assessment and see where you stand in 3 minutes

Getting a Foot in the Door With Verticalised Sales Strategies

Wed, 03 Dec 2025 10:08:20 GMT

Most CXO respondents to our Revenue Growth Plan Assessment have said they do not have an ‘in-depth, data-driven understanding of the needs and pain points of the customer segments or verticals [they] are targeting’.

This might be OK for some companies, but we have seen for B2B that building a verticalised sales strategy can help a company gain a ‘foot in the door’ with prospects.

What does a verticalized sales strategy look like? For starters, it is about understanding the goals, strategies, performance and pain points of target verticals and specific prospects within them, and then tailoring the value proposition to ensure the tightest possible fit between what is offered and what prospects need. A similar approach to B2C can be taken, based on segments and not verticals.

Take our Revenue Growth Plan Assessment and see where you stand in 3 minutes

The Importance of Executive Alignment for Revenue Growth Strategy Success

Thu, 27 Nov 2025 10:37:10 GMT

“Our executive team is fully supportive of the revenue growth strategy” – there is limited agreement with this statement based on the responses received so far to our Revenue Growth Plan Assessment (focussed on medium-sized companies).

We see ‘intent’ and ‘execution ability’ as two of the most critical determinants of company performance. If the exec team is not pulling in the same direction ‘intent’ suffers, and suffers doubly as the views/attitudes of executives can percolate down to their teams, creating doubt amongst the people charged with executing growth strategy.

No matter how good execution ability is, if ‘intent’ is not at the right level, the company is unlikely to achieve optimal performance, and vice versa. How to solve? Not easy, as until the robots take over, we must continue to deal with humans and all our fears, ambitions and jealousies (and the list goes on), but having a CEO who can build agreement (carrot and stick combo) is the starting point.

Knowing the Tools Required for the Journey Ahead

Fri, 21 Nov 2025 20:32:21 GMT

More anecdotal insight from the responses received so far from our Revenue Growth Plan Assessment: agreement with the following statement has been limited – ‘We have assessed what resources and capabilities our company needs to successfully target the growth opportunities’ [we are pursuing].

Setting off on a journey without knowing the equipment needed is often ill-advised (think going up a mountain). We advise, then, having an understanding of what is required for the journey ahead, in order to maximise the chance of success. If the company has the resources and capabilities, then fine. If it does not, then can it build/buy/partner them (and does it have the capabilities to do this?), or should it prioritise other growth areas more aligned to its existing resources and capabilities?

The Pursuit of Growth Opportunities - Not Too Many, Not Too Few

Fri, 21 Nov 2025 09:36:48 GMT

Some anecdotal insight from the responses received so far on our Revenue Growth Plan Assessment: one of the areas where CXOs of medium-sized companies have said they are least confident is on whether they are pursuing the right number of revenue growth opportunities for their company’s capacity / size.

A mismatch between the number of growth opportunities being pursued and what the company can effectively manage can lead to overstretch or the missing of key opportunities even though the company has the capacity to target them.

How to increase confidence and maximise realised growth? Nothing is easy, but having

a sense of the revenue fishing pools of the growth opportunities being pursued
a good understanding of the resources & capabilities needed to tap the growth opportunities
a good understanding of the resources & capabilities the company actually has
a willingness to prioritise (easier said than done)

can, amongst other things, help .