Executive Growth Circles
EGA members use proven Power of Peers methodology to address real-world challenges, co-create opportunities and scale innovations during Executive Growth Circles.
Through the use of Circles, the world’s most progressive platform uniquely designed for peer learning and collaboration, EGA group members globally can participate globally from home, office, the beach or anywhere.
Prior to each EGC, the catalyst works with one member to prepare the SAC (a Specific Actionable Challenge ie. a challenge or opportunity that a member is facing in the real world which is relevant to the other members). All members receive advance information on the SAC and show up prepared to share their real-world experiences and learnings.
During the two-hour EGC, the Catalyst facilitates the discussion and the solution of the SAC (a real-world issue brought to the circle by a member) and ensures all members leave with a commitment to take action to explore, implement and learn from new approaches prior to the next monthly EGC.
See what they have achieved:
Approach: Leverage annual strategic planning process to identify strategic investments and plan new marketing approaches for the next year.
Obstacles to Success:
- Past planning processes led to task list and budget allocation not new ideas
- Need for creativity and out of the box thinking
Strategic Actionable Challenge: Apply strategic thinking concepts to gain greater results from the annual strategic planning process.
Gained from EGC:
- Proven techniques to approach strategic planning from a new ‘out of the box ways’
- Insight on power of asking good questions and examples to use
- Enthusiasm and support for doing things differently
Result:
- Highly successful strategic planning events leading to new ways to approach the market do things differently over the next year.
- Culture change across organization – asking open ‘big picture’ questions during meetings
- Organization-wide commitment to innovation through strategic thinking. answer
Business Need: Define, develop and gain customer adoption for new digital service
Approach: Creation of digital app to provide value added service to airport customers
Achieved Before EGC: Investment in many rewards and information apps with limited engagement
Challenge: Building an app that travelers and others in community would see valuable
Gained:
- Identified unmet need for secure and easy delivery of baggage to and from airport
- Co-creation partner also struggling to develop value added app for customer adoption
- Peer support, sounding board and check ins during 9 month development process
Result:
- Successful pilot of baggage delivery app within 9 months of initiation in EGC
- Confidence that rapid (agile) design, development and implementation is possible in large public sector organizations
- Improved customer loyalty
Business Need: Implement and scale digital solutions which can disrupt traditional business
Approach: Innovation center to validate MVP, BU to then build, launch and scale innovation
Achieved before EGA: Executive / board buyin and incentives for innovation to scale
Challenge: Majority of new solutions succeed through pilot but do not have funding / resources for long term growth
Gained:
- Understanding of importance of champions as well as business case for growth
- Peer coaching to approach measurement of success, budgets and timelines in new ways
Result:
- Successful spin out of new digital solution with non-traditional KPIs for success
- Leadership team confidence in innovation process and requirements for success
Business Need: Measurable returns on investment in innovation projects and pilots
Approach: Innovation Hub to incubate new offerings and business models for service firm
Achieved Before EGC: Two year development of new online business offering with strong customer engagement and empowered team ready to implement globally
Challenge: Lacking executive leadership support for implementation ( due to disruption of traditional business model)
Gained: New approaches to anchor solution to business goals and executive incentives
Result:
- Executive support, resources and incentives for implementation of new offering for a segmented target audience
- New approaches to evaluate impact of new business initiatives
- Increased commitment and productivity of innovation team
Business Need: Recurring revenue with increased customer loyalty
Approach: Create a New Digital Farming Direct to Customer Offering
Achieved Before EGC: Successful pilot of new D2C service to hothouse farmers
Challenge: How to implement without cannibalizing traditional revenue through distribution
Gained: Peer experience, new perspectives, accountability and support to take risk
Result:
- Revenue from new services
- Distributor acceptance and growth of new value added services
- Increased satisfaction reported from customers using D2C service
- Initiation of additional D2C services to generate incremental revenue
Business Need: Customer loyalty and differentiation as more than a paint store
Approach: Implement and market home improvement services
Achieved Before EGC: Pilot of services in stores, training of staff, creation of financial model
Challenge: How to balance competing priorities between selling paint and offering home improvement design and implementation services
Gained: Awareness of potential gaps in strategy, prioritization for focus
Result:
- Revision of strategy to enhance success offering most relevant service which would increase paint sales while adding service revenue
- Improved customer experience and loyalty
- Savings of time and money planned for investment in services with less possibility to succeed
Business Need: Enhance agility to remain competitive and address changing meet customers’ needs.
Approach: Implement Agile methodology across organization adapt more easily when conditions and/or requirements change.
Achieved Before EGA: Management agreement to Agile Concept, employee training and board support
Current Challenge: How to shift employee mindset and implement agile workstyle across operations
Gained:
- Deeper insight into what is really required to BE Agile vs knowing Agile
- Tactical techniques and tools to encourage experimentation and greater customer engagement
- Collaboration partners to share learning and resources
Result:
- Greater engagement of team and customer experience
- Recognition and designation as global innovation leader
Business Need: Rebuild sustainable revenue and teamwork after abrupt business change
Approach: Reorganize, revitalize exec team and engagement of employees
Achieved Before EGC: Baseline of employee perspectives and core executive team in place
Challenge: How to gain short term success while defining future leadership approach
Gained: Proven (by peer experience) ways to lead through crisis, coaching from peers and ongoing support for short and long-term growth
Result:
- Role clarity for leader and executive team
- Increased confidence and direction for the future
- Greater authority and trust from employees
- Deeper and more profitable customer relationships
Business Need: Recognition as ‘future-ready’ with innovative digital solutions to stakeholders
Approach: Design and implementation of worlds-first “Rope as a Service” digital solution
Achieved Before EGC: Completed pilot, gained publicity and gathered data
Challenge: Lacking tools, resources, operational adaptability to shift from transactional solutions to scalable recurring revenue ‘rope as a service’ business
Gained:
- Clarity, direction and practical tools which could be used to drive growth of ‘as a service’ across the organization
- Accountability partners to also act as sounding board when obstacles arise
Result:
- Data driven insight to shipowner needs, harbor maintenance requirements and global weather patterns
- Global acceptance and growth of the Rope as a Service offering
- Predictable recurring revenue from service agreements
Building the Team
Business Need: Hire and develop a sustainable leadership team, allowing founder to drive the business forward through fundraising and strategic leadership.
Approach:
- Identified underperformers in current team
- Defined three key roles for future
Reached out to network for potential candidates
Obstacles to Success:
- Time needed to manage out underperformers
- Limited funding for salaries to attract quality hires
- Unsure of methods to evaluate candidates
Challenge: Select and onboard mid/senior level team members to take on daily responsibilities allowing founder to drive company growthgrowth
Gained:
- Insight on new ways to address compensation issues
- Techniques to effectively deal with underperformers
- Inspiration to step back, consider objectives and plan hires around long term goals.
Result:
- Onboarded operations, supply chain and content editor – highly qualified and skilled team members Managed out underperformers in a win/win manner
Stronger culture through releasing toxic people (underperformers)
Building Global Recovery Plan
Business Need: Define and prioritize needs and effective ways to implement financial and operational recovery plans for struggling YMCAs.
Approach: Engage local leaders to define unique recovery plan for each area– gaining corporate support.
Obstacles:
- Resistance to change from traditional inside our funding model
- Selection of YMCA leaders in light of broadscale needs
Specific Actionable Challenge: How to select regions and prioritize resources while addressing longer term need to change funding model.
Gained:
- New perspectives and insights to accelerate mindset change
Proven techniques for selection and prioritization of local need
Results:
- New perspectives and insights to accelerate changing corporate mindset
- Global leader commitment to definition of new funding model
EGA Delivers Results
Schneider Electric Innovation Leader
“I leave each Executive Growth Forum with energy, inspiration and action to move forward into the future with confidence and peer support”
“By working with real-world cases and sharing our actual learnings (successes and failures) in Executive Growth Circles, we learn ‘real time’ while actively taking initiatives forward.”
“The EGA is the only place I can really share what doesn’t work with trusted peers – this has been highly instrumental in development as a leader – way more valuable than a course or study group.”