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Measure and accelerate business growth with insight into your organization
Business growth doesn’t just come from more customers, higher revenue or a larger market. Growth also requires an organization that can move with the times.
Teams need to know where priorities lie, processes must remain scalable and employees must understand what growth demands of them. With the Deepler Business Growth module, you investigate whether your organization is ready for the next step. You measure where growth creates energy, where growth stalls and which organizational factors cause acceleration or slowdown.
- Discover where business growth is being slowed down or accelerated
- Measure whether teams are ready for scalable growth
- Translate growth signals into targeted improvement actions
Business growth: what does it mean and how can you accelerate growth?
Many organizations are looking for business growth, but focus mainly on revenue, marketing or sales. That makes sense, but it’s not complete.
Growth really succeeds when the internal organization can keep up with the pace. Think of collaboration, leadership, decision-making, processes, customer focus and staffing. A study into business growth helps reveal whether the organization is ready to become bigger, stronger or more professional.
In this article we explain:
- What business growth means within an organization
- Why growth often stalls on internal factors
- How you can measure and accelerate business growth
- What role employees, teams and leadership play
- How Deepler helps enable controlled business growth
Table of contents
What is business growth?
Business growth means that an organization develops in size, revenue, impact, market share or maturity. Growth can be visible in more customers, more employees, new markets or a larger service offering.
But growth also has an internal side. As an organization grows, the way people collaborate, make decisions and distribute responsibility changes.
What worked first with short lines of communication can later cause noise, delays or confusion. That’s why business growth is not just about getting bigger, but especially about getting stronger while you get bigger.
Growth requires more than ambition
Ambition is important, but not enough. Organizations can only grow sustainably when the foundation is right.
Employees must understand where the organization is heading, leaders must be able to translate priorities to teams and processes must be clear enough to work repeatedly. A growth study makes it clear whether those conditions are present. This prevents growth from feeling like chaos, stress or constantly running harder without more results.
Measuring business growth: 6 indicators
You cannot measure growth with a single figure. Combine financial indicators with signals from the organization itself:
- Revenue growth: this period’s revenue minus the previous period’s, divided by the previous period’s revenue, times 100
- Profit growth: is profit growing too, or does the growth cost more than it delivers?
- Customer growth and retention: how many customers are you gaining, and how many stay?
- Headcount growth: the growth in the number of employees or FTEs
- Staff turnover and absenteeism: if these rise as well, the organization is creaking under the growth
- Engagement and workload: how do employees experience the growth?
The first four show that you are growing. The last two show whether your organization can handle that growth.
When is a company a scale-up?
According to the OECD, a company is a high-growth enterprise, often called a scale-up, if it:
- has at least 10 employees at the start of the measurement period
- grows by an average of more than 20% a year for three years, in employees or in revenue
This is precisely the phase in which organizations often run into the limits of their structure and leadership. That is when it matters to measure whether the organization is keeping up with the pace.
What types of business growth are there?
Business growth can come about in different ways. Distinguishing between these forms helps you decide where your organization needs to steer.
Organic growth
Organic growth comes from your own operations: more customers, more revenue or a larger team, built with existing resources and people. This form of growth gives the organization time to grow along, but it does require a structure that can keep up with the pace.
Strategic growth
Strategic growth results from a deliberate choice, such as a new market, a different business model or an acquisition. This growth often moves faster than organic growth and therefore requires an organization that can absorb major changes well.
Internal growth
Internal growth focuses on what the organization can improve itself: more efficient processes, better collaboration or a stronger culture. This growth is less visible from the outside, but it determines how much growth the organization can actually carry.
External growth
External growth is driven by factors outside the organization, such as a growing market, new legislation or an acquisition by or of another party. This form of growth is harder to plan, but it calls for an organization that can adapt quickly.
Most organizations combine several forms of growth at the same time. With Deepler you measure whether your organization is ready to absorb that combination of growth, wherever the growth comes from.
Why is it important to measure business growth?
Business growth is often assessed by figures: revenue, margin, number of customers or fte. Those figures are valuable, but they don’t always tell why growth succeeds or fails.
An organization can grow commercially while internally pressure increases, collaboration becomes sluggish or decision-making slows down. By measuring business growth from the perspective of employees and teams, you gain insight into the organizational conditions behind growth. This way you steer not only on outcome, but also on the ability to sustain growth.
Measuring business growth provides organizations with various advantages
A growth module helps close the gap between strategy and daily practice. You see where the organization is ready for acceleration and where strengthening is needed first.
That makes growth less dependent on feeling, loose signals or incidents. The insights help management, HR and leaders better determine what improvements are needed to responsibly reach the next growth phase.
1. Insight into growth blockers
Business growth often stalls on internal blockers that are not immediately visible. Think of unclear priorities, fragmented communication, dependence on a few key figures or processes that don’t scale. By asking employees how they experience growth, you discover where the organization slows down and which obstacles need to be tackled first.
2. Better choices when growing
When you know which factors stimulate or slow down growth, you can make sharper decisions. Should the organization invest in leadership, process improvement, team structure, staffing, or communication? Without measurement, growth decisions are quickly based on assumptions. With Deepler, you substantiate where the most impact lies.
3. Less growth pain in teams
Growth often brings extra work, new roles, and more coordination. If this development is not managed well, growth pain emerges: stress, frustration, duplicate work, or declining quality. A survey on business growth shows which teams can handle the growth well and where support is needed.
4. More control over scalability
An organization that wants to grow must be able to increasingly repeat things without constantly improvising. This requires clear processes, ownership, and collaboration. By measuring scalability, you see whether teams depend on individual heroes or whether the organization as a whole becomes stronger.
5. Link growth to culture and behavior
Business growth is not only a strategic matter. It is also a culture matter. Do employees dare to take ownership? Is learning from mistakes encouraged? Can teams prioritize? By linking growth to behavior, you gain insight into the culture needed to make growth real.
6. Financial and staffing considerations for growth blockages
Growth costs money before it pays off. New customers require extra capacity, new markets require investment and a larger team requires extra guidance and training. Anyone who only looks at the returns of growth often underestimates what it takes to actually sustain that growth.
That is why financial and staffing considerations belong in every growth path. How much budget is needed before the investment pays for itself? How many people need to be added, and can they be found and trained in time? Deepler does not do financial planning, but it does help you see whether the organization, the teams and the employees can actually keep up with the growth you have in mind.
Measure your business growth with Deepler software
With the growth module from Deepler, you investigate where your organization stands in the development towards scalable and controlled business growth. Employees easily provide input on topics such as strategy, collaboration, leadership, processes, customer focus, innovation and prioritization.
In the dashboard you immediately see which teams or departments support growth and where growth barriers arise. This way, business growth becomes not an abstract goal, but a concrete improvement process you can monitor and adjust.
The Greiner growth model: 5 phases of business growth
Every growing organization goes through recognizable phases. Larry Greiner’s growth model describes how companies develop and where they run into limits. Each phase has a period of relatively stable growth, followed by a crisis that forces the organization to adapt. If you do not recognize this crisis, growth stagnates.
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Creativity (<8 employees)
The organization is small and informal. Decisions are made quickly and communication runs through short lines. The growth crisis arises when the team becomes too large to coordinate everything among themselves: there is a need for leadership.
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Direction (8-25 employees)
Structure arrives: a management team, roles and a clearer division of tasks. This works well until employees want more responsibility of their own. The crisis of this phase is a lack of autonomy.
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Delegation (25-50 employees)
Managers are given more authority and decisions are taken lower in the organization. This increases speed, but management loses its overview. The crisis is a lack of control.
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Coordination (50-150 employees)
The organization introduces systems and procedures to align its parts again. This prevents fragmentation, but can lead to bureaucracy. The crisis is too much regulation and too little flexibility.
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Collaboration (>150 employees)
The organization seeks more flexibility again, with teams that work closely together and depend less on formal rules. This phase calls for trust, transparency and strong mutual alignment.
With Deepler you can see which phase your organization is in and where the next growth crisis is likely to arise. That way you can steer in time instead of repairing afterwards.
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What are the benefits of a business growth survey?
A business growth survey delivers more than a list of improvement points. It helps organizations organize growth.
You see where ambition and execution reinforce each other, but also where growth leads to confusion, delays, or quality loss. This allows you to strategically build an organization that not only grows, but can also support that growth.
A powerful tool
A growth survey is especially valuable because it connects strategy with the work floor. Management often sees clearly where the organization needs to go, but employees feel daily where execution struggles.
By gathering these experiences in a structured way, you get an honest picture of growth capacity. This makes it easier to determine whether the next step requires better communication, clearer roles, stronger teams, smarter processes, or different leadership.
Do you recognize these signs of stalling business growth?
Growth often still looks good in the numbers, while the organization is already creaking internally. A number of signs show up in almost every growing company, but they are recognized late because nobody measures them structurally.
- Rising turnover or absenteeism, especially among employees who have known the organization for a longer time
- Decision-making that slows down as more people get involved in the same choices
- Growing dependence on a few key people, so growth stalls as soon as they are busy or drop out
- Increasing workload without results growing proportionally
- Communication noise between teams that used to be aligned naturally
Do you recognize several of these signs? Then growth is not stalling on ambition or market opportunities, but on an organization that can no longer keep up with the pace. That is exactly what makes early measurement valuable: you adjust course before absenteeism, turnover or customer loss make it visible.
Strategic benefits for the organization
Business growth requires sharp choices. Not everything can happen at once and not every team is ready for the same change at the same time.
A growth survey helps link strategic choices to the reality of the organization. You see where employees lack direction, where decisions move too slowly, and where processes no longer fit the phase the organization is in. This makes strategy more concrete and more executable.
Organizing growth better
Many organizations grow organically first. This works as long as everyone knows each other and problems are solved quickly through informal channels.
But as organizations grow further, more structure is needed. Not as bureaucracy, but as support.
Deepler shows where the balance between freedom and structure no longer works. With this, you can strengthen the organization without losing entrepreneurial energy.
Enabling controlled business growth
Controlled business growth means you grow without quality, employees, or customers coming under pressure. This only works when you see in time where the organization becomes overloaded.
By measuring growth signals periodically, you can adjust earlier. This prevents growth from only being discussed when problems are already visible in absenteeism, turnover, customer loss, or declining productivity.
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Experiences of clients who make a difference with us.
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Larren
Recruitment Lead,
De Selectie
“Recently, I used Deepler to arrive at an EVP. Great what they were able to achieve in a short time! In a period of two weeks, we collected information and were able to continue with our AMC plan. In any other situation, it takes weeks, if not months, to get this done. Contact is good, friendly and constructive. Very nice club to work with.”
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Douwe
Recruiter,
Securitas
“Ideal tool and company to gain more and better insight into the organization and employees as an organization! And especially with speed! For us, it was also the need to get tools for the topics of retention, to prevent future absenteeism or turnover. I also have experience with other parties and I sincerely value the speed of switching, follow-up and personal contact with Deepler. Absolutely recommended.”
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Jolanda
HR Business Partner,
Nedcargo
“Deepler is a great tool for continuously collecting feedback from our employees. This input is then centrally available for us as management, but also for managers who benefit from it.”
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Jonathan
Manager,
UWV
“What makes Deepler special is that it doesn’t get stuck in numbers. It helps you immediately understand where it is and what teams need. For us, this ensured that employees themselves came up with areas for improvement and took responsibility for them. The insights were sharp and useful, but most importantly: the conversation that started afterwards made the difference. Thanks to Deepler, we didn’t get a paper plan, but change that was supported by the people themselves.”
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Amadeus
COO,
OSRE
“The software has a positive impact on us as a rapidly growing organization. By better understanding what is going on in the workplace and what people offer as solutions for improvements, we can make more effective decisions. The platform helps us to gain real-time insight and to respond directly to it via the tool.”
Is a business growth survey mandatory?
A business growth survey is not legally required. Yet many organizations choose to conduct one when they want to professionalize, scale up, or gain control over growth pain.
Especially with rapid growth, reorganization, expansion into new markets, or rising work pressure, such a survey can provide much clarity. It helps you see in time where the organization needs to be strengthened, before growth leads to structural problems.
Is a business growth survey anonymous?
A business growth survey is preferably conducted anonymously, so employees can honestly indicate where growth creates friction. This is important because topics such as leadership, decision-making, work pressure, or collaboration can be sensitive. Deepler helps collect results in a safe and reliable way, where insights remain useful without individual answers needing to be traceable.
What about GDPR and privacy in a growth survey?
In a business growth survey, personal data or indirectly traceable data may be processed, for example when results are examined by team, department, or job category. Therefore, it is important to handle privacy carefully.
Work with clear communication, limit access to results, and report only at group level where appropriate. Deepler supports organizations in safely setting up measurements, dashboards, and reports.
What is the role of management, HR, and leaders in business growth?
Business growth affects multiple layers of the organization. Management sets the direction and ambition.
HR looks at staffing, development, leadership, and culture. Leaders translate growth into the daily work of teams.
A growth survey brings these perspectives together. This makes it visible whether the strategy is clear, whether teams feel sufficiently supported, and whether the organization creates the right conditions to grow.
Why do many organizations still conduct a business growth survey?
Because growth without insight often becomes expensive. New customers, additional employees, or expansion into new markets seem positive, but can also lead to fragmentation, quality loss, or increased work pressure.
A growth survey helps you not only look at the opportunity for growth, but also at the organization’s capacity to sustain it. This way, you can invest where growth truly accelerates.
How to get more out of your business growth survey
Make growth concrete
Don’t just ask whether employees are positive about growth. Especially investigate what growth means in their work: more meetings, different customers, new roles, higher work pressure, or better opportunities. The more concrete the questions, the more useful the results.
Link results to strategic choices
A growth survey has the most value when results are linked to choices that need to be made anyway. Think of hiring, leadership development, process improvement, or customer segmentation. This way, the survey remains not just a standalone report, but becomes part of decision-making.
Monitor growth periodically
Growth changes continuously. What works well today may be too small, too slow, or too unclear in six months. By measuring periodically, you see whether improvements are effective and whether new growth pains emerge.
Do’s of a business growth survey
A strong growth survey starts with a clear question. Do you want to know whether teams work scalably, where growth friction occurs, or which preconditions are missing? Then involve the right target groups and communicate honestly why you are conducting the survey. Good do’s are:
- Link the survey to a concrete growth phase or ambition
- Measure strategy, processes, and behavior
- Look at differences between teams or departments
- Discuss the results with leaders and employees
- Translate insights into priorities that are truly actionable
Don’ts of a business growth survey
- Don’t measure growth only by revenue or customer figures
- Don’t ask vague questions about ambition without practical context
- Don’t ignore signals of work pressure, confusion, or role ambiguity
- Don’t create an action plan with too many improvement points at once
- Don’t use results to evaluate individual employees or managers
What do you do with the results of a business growth survey?
The results of a growth survey are especially valuable when they lead to choices. Not every signal immediately requires a major change program.
Sometimes more clarity is needed, sometimes better prioritization and sometimes a structural adjustment in roles, processes or leadership. By translating results step by step into actions, you make business growth concrete and manageable.
From insight to action and results
Translating research results into actual growth requires a structured approach. You first identify where growth is being hindered, then determine the most impactful improvements and set up a clear action plan. This ensures that you not only know where problems lie, but also exactly how to solve them and who is responsible for it.
By consistently applying this approach, you transform research results into concrete steps that directly contribute to business growth. Your team knows what needs to change, why it matters, and how progress is measured. This makes growth measurable, manageable, and most importantly: achievable. Deepler distinguishes six follow-up steps you can execute:
Want to know how HR contributes to an organization that is steered by insight? Read our article:
The role of HR in promoting a data-driven culture
1. Analyze where growth is being slowed down
Look at which themes score low and where differences between teams are visible. Pay special attention to recurring signals around priorities, collaboration, decision-making, processes and workload. These are often the places where growth gets stuck in practice.
2. Determine which growth phase the organization is going through
An initial growth phase requires something different than professionalization or international expansion. Therefore, place the results in the context of the current phase. This prevents you from taking measures that don’t fit the real growth challenge.
3. Discuss the insights with teams and managers
Numbers provide direction, but conversations provide meaning. Use the results as a starting point for dialogue. Ask teams where they see the greatest growth opportunities and what barriers they experience daily.
4. Choose a limited number of growth priorities
Don’t try to solve everything at once. Choose the themes that have the most impact on growth, quality and workability. Think of role clarity, decision-making, process improvement or leadership.
5. Translate insights into concrete actions
Make actions small enough to execute. For example: clarify decision-making routes, adjust meeting structures, better inform teams about priorities or make ownership more explicit.
Keep measuring whether growth becomes healthier
Business growth is not a one-time project. By measuring periodically, you see whether improvements have an effect and whether the organization is ready for the next step. This way you build growth that becomes stronger rather than heavier.
What growth strategies are there?
A growth strategy gives direction to what you focus on in the coming period. The four most important ones are outlined below.
Revenue growth
This strategy focuses on increasing revenue, for example by getting existing customers to spend more, adjusting prices or adding new business models. Revenue growth on its own says nothing about how healthy that growth is, so it is important to also look at the underlying capacity.
Customer growth
With customer growth, the focus is on the number of customers: attracting more new customers and retaining existing ones. This requires a good balance between acquisition and customer satisfaction, because a growing customer base without sufficient service quickly leads to churn.
Marketing growth
Marketing growth is about more visibility, more brand awareness and more inflow of interested prospects at the top of the funnel. This strategy lays the foundation for customer and revenue growth, but it takes time to translate into concrete results.
Product growth
Here the organization grows by expanding its offering: new products, new services or new applications of what you already offer. Product growth often requires new knowledge within the organization and teams that can adapt quickly.
Which strategy delivers the most differs per organization and per growth phase. Deepler helps determine whether the organization is ready to actually execute the chosen strategy.
Concrete marketing growth tactics
A growth strategy only becomes valuable when it translates into concrete actions. Some tactics many organizations use to accelerate growth:
- Content marketing and SEO, to be found organically by the right audience
- Customer references and testimonials, to win the trust of new customers
- Partnerships with other organizations, to leverage each other’s networks
- Email marketing and nurture programs, to gradually turn leads into customers
- Upselling and cross-selling to existing customers, to grow revenue without extra acquisition costs
- Employer branding, so the organization stays attractive to new talent during growth
These tactics work best when the organization is ready for them: enough capacity to serve new customers, and teams that can absorb the inflow without quality coming under pressure.
Customer acquisition without social media
Social media is not the best source of new customers for every organization. There are plenty of ways to grow without relying on it.
- SEO and content: becoming visible in search engines for the questions your audience is already asking
- Word of mouth and referrals: actively asking satisfied customers to recommend you
- Partnerships and co-marketing: working with organizations that serve the same audience
- Trade fairs and events: personal contact with potential customers in your industry
- Direct outreach: targeted emails or phone calls with a clear offer
- Public relations: sharing expertise through trade media and interviews
These channels often take more time to build than social media, but they usually bring in customers who are a better fit and stay longer.
Why do you need a growth plan?
A growth plan is not just an internal document. Banks and investors often ask for one before providing financing or credit. They want to see that an organization has not only ambition, but also a well-founded route: which steps will be taken, what is needed for them, and how the risk is managed.
Even without external financing, a growth plan has value. It forces you to determine in advance which capacity, budget and people are needed, instead of running into that afterwards. This prevents growth that looks good on paper from stalling in practice due to insufficient preparation.
Deepler complements the growth plan with organizational evidence: where the organization is already ready for the next step and where it needs strengthening first. That makes a growth plan not only more credible to the outside world, but also more realistic for the organization itself.
The Ansoff matrix: four directions for growth
In 1957, Igor Ansoff described a simple model for organizing growth opportunities in Harvard Business Review. You plot existing and new products against existing and new markets. This gives four growth directions, each with a different level of risk:
- Market penetration: selling more existing products to existing customers. The lowest risk
- Product development: new products or services for your existing market
- Market development: existing products in new markets, regions or target groups
- Diversification: new products in new markets. The highest risk
The further you move away from your existing products and markets, the more is asked of your organization: new knowledge, new roles and often new ways of working together.
How to create a growth plan in 5 steps
A growth plan makes your ambition concrete. These five steps lay the foundation.
1. Determine where you stand now
Map out your figures, your market and your organization. Which growth phase are you in, and where is there already friction?
2. Choose your growth direction
Use the Ansoff matrix to choose where the growth should come from: existing customers, new products, new markets or a combination.
3. Make your goals SMART
Set goals that are specific, measurable, achievable, realistic and time-bound. So not “we want to grow”, but “20% more revenue from existing customers within twelve months”.
4. Determine what you need
Which people, what budget and which systems do you need? Think about leadership too: who will lead the new teams?
5. Measure and adjust
Track not only your revenue, but also how employees experience the growth. If workload or staff turnover rises, that is a signal to adjust the pace or the approach.
Steer growth with insight into what the organization can handle
With Deepler you see not only that the organization wants to grow, but also where growth is supported or slowed down in practice. Dashboards show which teams are ready for the next step, where processes are bottlenecks and which topics require priority. This way you have better conversations about growth, without getting stuck in assumptions.
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Frequently asked questions
What is business growth?
Business growth means that an organization grows in revenue, customers, employees, market share or maturity. Real growth is not just about getting bigger. It is also about becoming stronger: better processes, clearer roles, better collaboration and more ability to handle change.
How can you accelerate business growth?
Accelerating business growth starts with understanding where growth is being held back. This can be due to strategy, processes, staffing, leadership, customer focus, or collaboration. By measuring these factors, you see where improvement will have the most impact.
What is controlled business growth?
Controlled business growth means that an organization grows without losing grip on quality, employees, customers, or processes. Growth then becomes not only faster, but also healthier and more sustainable.
Why does business growth often stall?
Growth often stalls when the internal organization doesn’t grow along with the ambition. Think of unclear priorities, slow decision-making, insufficient ownership, overloaded teams, or processes that remain dependent on individual people.
What role does teamwork play in business growth?
Teamwork is important because growth increasingly requires coordination. Teams need to know who is responsible for what, how priorities are chosen, and how they help each other maintain quality. Poor team dynamics can significantly slow growth.
How do you measure business growth with Deepler?
With Deepler, you measure the organizational conditions for growth. Employees provide input on topics such as collaboration, leadership, strategy, processes, customer focus, and workload. The results are visible in dashboards, so you can improve in a targeted way.
Is business growth the same as revenue growth?
No. Revenue growth is a form of business growth, but business growth is broader.
An organization can also grow in professionalism, customer value, innovation capacity, workforce size, or market position. For sustainable growth, the internal organization must be able to support that development.
What is a business growth model?
A business growth model helps to understand growth phases. In each phase, different challenges arise, such as introducing structure, strengthening leadership, or making processes scalable. Deepler helps you measure which topics in your organization need attention.
How do you prevent growing pains?
You prevent growing pains by measuring early where pressure, noise, or unclear communication emerges. Don’t wait until absenteeism, turnover, or customer complaints increase. By gathering signals earlier, you can make adjustments before growth comes at the expense of people or quality.
Which organizations is a growth assessment suitable for?
A growth assessment is suitable for organizations that are growing rapidly, want to professionalize, enter new markets, or notice that the current way of working is starting to strain. Organizations that are stagnating can also use it to discover where growth is being slowed down.
What do you do after a business growth assessment?
After the assessment, you determine which growth factors need the most attention. Then you discuss the results with teams and managers, set priorities, and implement improvement actions. After that, you continue to measure whether the organization is growing in a healthier and more scalable way.
How often should you measure business growth?
With rapid growth, it’s wise to measure multiple times per year. With more stable organizations, periodic measurement every six months or year may be sufficient. The most important thing is to link your measurement moments to growth phases, strategic choices, or changes.
How do you ensure employees are honest about growth?
Employees provide more honest answers when it’s clear why the research is being conducted, how anonymity is guaranteed, and what will be done with the results. Show that feedback is not used to control, but to make growth workable and successful.
What are the five stages of a business?
According to Larry Greiner’s growth model, an organization goes through five phases: growth through creativity, direction, delegation, coordination and collaboration. In the Netherlands they are often called the pioneer phase, organization phase, management phase, delegation phase and standardization phase. Each phase ends in a crisis that calls for a new way of organizing.
How do you grow your business?
Start with an honest picture of where you stand now. Then choose a growth direction, for example with the Ansoff matrix, make your goals SMART and determine which people, resources and leadership you need. Along the way, measure not only revenue, but also how employees experience the growth.
What is the Ansoff matrix?
The Ansoff matrix is a model by Igor Ansoff from 1957 that distinguishes four growth directions: market penetration, product development, market development and diversification. The further you move away from your existing products and markets, the greater the risk and the more is asked of your organization.
What is a scale-up?
A scale-up is a fast-growing company. The OECD speaks of a high-growth enterprise when a company with at least 10 employees grows by an average of more than 20% a year for three years, in employees or in revenue.
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