Practicing the Necessary Art of Disengagement: When Discovery-Driven Initiatives Must Be Abandoned

Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity

McGrath, Rita Gunther MacMillan, Ian C.

  • チャプター
HBP

For all the effort that you may have put into developing each of the discovery-driven plans in your growth portfolio, it's important to remember that even with great planning and strict discipline, many of your projects are unlikely to achieve commercial success. In pursuing a portfolio of growth initiatives, you will find that, sadly, the bulk of them will never emerge as major growth drivers. If redirecting the project doesn't work, you may conclude that rather than let the project continue to sap organizational resources, you need to bite the bullet and shut it down. But how do you make sure that killing an initiative is seen as a constructive process that allows the company to benefit as much as possible from the investments it has made? This chapter tackles this challenge, and discusses the all-important question of how to handle the inevitably disappointed stakeholders and supporters for the project, as well as the politics of the project-termination decision. This chapter is excerpted from "Discovery-Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity."

出版日
2009/03
領域
経営・戦略
ボリューム
23ページ
コンテンツID
CCJB-HBS-3076BC
オリジナルID
3076BC
ケースの種類
Press Chapter
言語
英語
カラー
製本の場合、モノクロ印刷での納品となります。

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