Disrupt, Deconstruct, Reconstruct and Force Growth

It is funny. There was a TED Talk video by Simon Simonek from about 12 years ago where he went into depth about ‘why’ the most successful companies become so successful. This includes the law of diffusion of innovation and finding the sweet spot in the marketplace. This video comes to mind any time we are consulting a company where they have small growth year over year but have not been able to crack the nut to make a big leap.

When consulting these types of companies another concept that comes to mind is deconstructive innovation, which is something I started learning about 18 years ago through a mentor who is an interim CEO. This CEO has gone into some of the largest companies at the request of the board to look at how to drive a significant bump in growth.

When you want to break away from who you are, organizationally, sometimes you have to deconstruct what works “ok” today and realign your resources to reconstruct more innovatively and force growth.

This process starts by seriously looking at where you currently stand as an organization. This can include assessing everything from public perception to how you communicate internally and externally, how you market, who you market to, how you present your products/services, your approach to onboarding and even your tech stack – all of it.

Technology is rapidly evolving and what we often see is organizations who build a top layer of fat as their teams grow over time, redundancies start to accumulate and operations become so cumbersome it is harder and harder to identify the broken links.

Usually, companies like ours get brought in by boards and organizations where founders are still involved in leadership because there is a vested stake in seeing the organization get results. But as a CEO, CRO, COO, why should a board or an owner have to come in to fix it? Why not be the one to recognize the status quo is not good enough and pursue change for the common good.

Now, we do not recommend cutting too deep. In fact, we sometimes do not recommend cutting at all. Often, we can integrate marketing, automation, workflows and technology that enables you to simply scale up without adding more bodies in chairs.  

These types of projects require alignment and buy-in at the very top levels of leadership to work. As with any change, there will be pushback but this alignment helps the organization through strong leadership to overcome discomfort that can come with change. Some examples of pushback are centered around adoptability of technology, new work processes or marketing team members who have more antiquated ideas of how to generate leads.

At the end of the day change often means growth.  

If you are considering this type of project, we can hold your hand and walk you through the process from audit/evaluation, planning and strategy to deployment, oversight and everything in between. We have the skilled resources/expertise to fill knowledge gaps that get you to the finish line faster. Visit www.gopulsion.io