Growth-Curve

The Growth-Curve

Map your ecosystem

The Growth-Curve is an instrument that easily provides insight into which phase of growth an organisation (or department/service/product) is in and which next phase will follow.

With this knowledge, an organisation can respond to this, for example by intervening or investing, so that the transition to the next phase will be (more) successful.

Knowing where a theme (e.g. a product, service, career, organisation) is located on the Growth-Curve makes it possible to anticipate what follows:

  • Are the things we do today still valid tomorrow?
  • What are the good things that we are not doing today that must be done tomorrow?
  • Do we have to start with something new or can we continue on the chosen path?
  • What type of people are needed to achieve growth?


No Growth-Curve is infinite, after exploitation (storage and monitoring) irrevocable decay follows, unless the need for a new phase of exploration is recognised in time, and a next Growth-Curve starts again with the phase of exploration and renewal.

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The Growth-Curve for Individuals​

    • People have a specific preference with regard to their contribution, which align with a certain area of the Growth-Curve.
    • This preference is not learned, but we can optimise it.
    • But no individual contributes to the entire Growth-Curve. The “five-legged sheep” does not exist.
       
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The Growth-Curve for teams/organisations

    • Every team and organisation shifts slowly (or quickly) along the Growth-Curve over the years.
    • One team or one organisation is on time with anticipating a new Growth-Curve, which makes it possible to jump the curve and stay ahead of the competition.
    • When a team or organisation is late with the new Growth-Curve (product, service, strategy, personnel) it will stagnate and end.
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The Growth-Curve for product/service

    • Every product and service goes through its own Growth-Curve, from introduction to development to obsolescence or market saturation: it is important to measure where this product or service is in the Growth-Curve.
    • When a product has become obsolete or overtaken or the market has become saturated, the Growth-Curve will come to an end, after which it must be replaced by a new product or service.
    • If the development of such a new product or service is started too late, this new Growth-Curve will not be able to follow up on the previous one in a timely manner, with serious consequences for the team or the organisation.
“This company, like many large international organisations, had many suppliers of what can be summarised as learning and development initiatives – training, management development, etc. An important influencing factor in the beginning was the role the Growth-Curve could play in providing of a single framework and language to combine these initiatives into a coherent way forward.”

– Rick Price

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The Growth-Curve in practice ​

The video below briefly explains what the Growth-Curve is and what this tool can be used for.

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