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Managing the Fast Track Business Without Sacrificing Time,
People, and Money
You know
how hard it is to grow a business rapidly and stay sane? This book will show
you the strategies and applications to get it done.
Rapid growth
stresses the entire business, making resources even more critical. If the
manager or owner wants to guide that growth, it means more than getting his or
her team to do things right. The problem is knowing which things to do right,
how to invest scarce resources. The manager or owner of a rapidly growing
company has only three critical resources. Sustainable growth comes from
investing the resources wisely. Using case studies and effective examples, this
book shows how.
Who would use Warp-Speed Growth?
1 -
An independent business owner or manager may find that the business is growing,
but feels in his or her gut that it is out of control. The ideas in Warp Speed
Growth can help him or her to make that growth sustainable. That makes the
company worth more to the owner (and investors) and it makes the business
easier to run.
2 - A divisional manager in a larger company may find
that the division is growing, but that there is too much to do to keep it on a
consistent track. The plans and suggestions in Warp Speed Growth can help that
general manager to keep the division growing in a sustainable manner and help
him or her manage the parent company. If the division is going to become
independent, this book will help the divsion to be worth more. If it is going
to stay a part of the company, it will help the managers stay independent
inside the company and become worth more themselves.
An Owner or
General Manager in independent businesses.
These are people who
have problems on a daily basis but do not always feel they have the luxury of
time to research solutions. Instead, they have to analyze and react in tens of
minutes. These professionals have more opportunities than resources. They want
to choose the right ways to invest scarce time, people, and money. They may
have worked in large companies and had safety nets to cover the lack of
experience, and now they are looking for a good net. Even for managers still
working for large companies, those nets are gone. Coming from or being in a
shrinking company does not position the manager for growth. This book can
provide part of that net, and help overcome those obstacles.
A
General Manager of a division of a larger company.
These are
managers in corporations with revenue and cost responsibilities. They have the
same problems &emdash; their companies are asking them to throw away the
rules and grow the operations. These managers and General Managers read Dilbert
and chuckle. Then they worry about becoming the pointy haired manager. They
have no more time than owners do, and their corporate resources and safety net
are shrinking. These managers ". . . represent an increasingly important type
of player in large American corporations: the intrepreneur. While part of the
mega-company's payroll, intrepreneurs are vision-oriented workers who toil for
long hours and on weekends to advance" a project. And with the same challenges
and risks an owner faces. As one corporate manager told a key recruit: "'I'm
forming this new division. It's a great opportunity. There may be some risks.
It may not get off the ground. I think I have the company's support, but you're
never really sure.'" This was followed with: "'I've been accused of being nuts
a few times.'" (Wall Street Journal, 5/21/98, Inside Job.)
They know
that they are working without a net, and they want more tools that work for
growing divisions. Warp Speed Growth will give them these divisional managers
the strategies and appliatons that the larger comapnies cannot.
HR/Training and Development Managers
Managers and consultants
who work in training and development (T&D) or human resources (HR) have a
different issue. They need to make credible and correct recommendations. Their
companies and clients are asking line managers for rapid growth and
entrepreneurial traits. Management turns to T&D and HR to deliver a clear
path and rules for making that happen. This book will help them with practical
and proven tools. They can take it back and recommend it to their line
managers. They can make Warp Speed Growth part of their internal
"intrapreneurial" training, and they can build course work off of the
strategies, tools, and examples. All that can generate ongoing sales for the
work.
Future General Managers or Owners
New IPO
registrations, pitches to Venture Capitalists, and proposals to open new
divisions show that tens of thousands of people harbor aspirations to become
the CEO or general manager of a rapidly growing company. They have the ideas,
the drive, but not the experience. They want the experience, and want it now.
This book can be a shortcut to becoming the manager of a business that grows in
a sustainable manner. Future executives will find this a great way to prepare
to sustain growth.
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