Unpacking the ‘Growth as a Process’ Strategy

Unpacking the ‘Growth as a Process’ Strategy

In the dynamic landscape of business, growth is often perceived as a series of unpredictable leaps. However, a new approach is emerging, framing growth not merely as an outcome but as a systematic, continuous process. This transformative strategy transforms growth into a predictable and manageable journey.

Defining ‘Growth as a Process’

Growth as a process is about structuring the expansion of a business like any other departmental process, with the same level of meticulousness as in accounting or HR. This concept integrates regular strategic thinking, risk identification, and the development of mitigation plans. It's about converting foresight and planning into a consistent strategy for sustained growth.

Monthly Breakdown of Growth as a Process

1. January: This month marks the beginning of the strategic cycle, emphasizing reflection and forward planning. It's a period dedicated to reviewing the past year's achievements and setbacks. Each department is encouraged to conduct a thorough analysis of its performance, using these insights to shape the strategy for the year ahead. A significant part of this process involves proactively identifying potential risks associated with the current year’s strategy. By analyzing foreseeable challenges and creating well-thought-out contingency plans, the organization sets itself up for smoother execution and a more robust approach to growth in the coming months.

2. February: This month is dedicated to the integration and application of collective knowledge and experiences from across the organization. It’s a time to distill best practices from the previous year, drawing valuable lessons from each department. Concurrently, there's a focus on understanding and preparing for risks associated with the current year's strategy. This involves a detailed analysis of potential challenges and the development of comprehensive contingency plans. By doing so, the organization fortifies its strategy, ensuring a more seamless and effective execution of its growth plan.

3. March: Review the first quarter's progress and adjust plans accordingly to ensure alignment with the set goals or make appropriate changes to ensure one-year goals are delivered.

4. April to May: Shift the focus to long-term vision, involving external resources like MBA interns for feasibility studies of new initiatives.

5. June to July: In these months, the focus shifts to actualizing the ideas conceptualized in earlier stages. Collaborate closely with team members to refine and expand upon these concepts, synchronizing with the culmination of MBA interns' 10-week research and validation projects. These projects, which delve into the most promising ideas identified previously, are crucial for providing data-driven insights and feasibility analysis. This phase is a critical part of the growth process, where research transitions into actionable strategies, ensuring that the business is moving forward with validated and well-researched initiatives.

6. July: This month is dedicated to aligning human resources with your strategic goals. Conduct a thorough assessment of each employee’s capabilities in relation to the one-year and three-year objectives. Identify any skill gaps and develop tailored personal development plans to cultivate the necessary talent internally. This period is also pivotal for planning and implementing effective succession strategies, ensuring that your team is not only prepared for immediate challenges but also equipped for long-term growth and transitions. This step reinforces the systematic approach to growth, recognizing the critical role of employee development in achieving business milestones.

7. August to September: Begin formulating plans for the upcoming year while continuing to execute current strategies, ensuring short-term actions align with long-term objectives.

8. October: Allocate financial resources to different initiatives based on priority and expected ROI.

9. November: Finalize strategies for the next year, balancing new opportunities with current goals. Final one-year budgets are allocated and confirmed for execution.

10. December: Communicate and solidify strategies for the coming year, ensuring team alignment and readiness for implementation.

This structured approach transforms each month into a strategic step towards growth.

Importance of a Strategic One-Page Plan

A strategic one-page plan is vital, encapsulating core values, vision, customer identification, value propositions, and goals for the next 1-3 years. It acts as a roadmap, guiding decisions and actions throughout the year.

Key Takeaways for Entrepreneurs

1. Systematic Planning: Turn growth into a predictable, systematic process through planned and regular reviews.

2. Execution and Reflection: Consistently assess the execution of plans and remain flexible to make necessary adjustments.

3. Long-term Vision with Short-term Actions: Ensure daily operations are aligned with long-term goals for coherent progress.

4. Inclusive Strategy Building: Engage various departments in strategy development for comprehensive and effective planning.

5. Balancing Opportunities: Evaluate new opportunities against existing plans and resources to maintain focus and avoid overextension.


Adopting a month-by-month approach to growth changes the traditional view of business expansion. This methodical strategy makes business growth more predictable and manageable, blending vision with actionable steps and continuous evaluation. Embrace this approach for systematic and sustainable business growth.