Strategic Growth Management Vol. 2
Not all brands are born to conquer — but all must earn their right to stay. In this second volume of Strategic Growth Management, I break down one of the most overlooked growth levers in business: portfolio role clarity. Whether you’re managing brands, SKUs, countries, or channels, every element must serve a strategic function — or make room for those that do. From ‘Conquerors’ that drive aggressive expansion to ‘Financiers’ that fund it through margin, and ‘Defenders’ that hold the front lines against competition, understanding and assigning these roles is key to sustainable growth. I share real-life experiences of leading a multi-country, multi-SKU portfolio through simplification, focus, and tough decisions — including the strategic ‘cure or kill’ process. The result? A leaner, more energized team, sharper execution, and stronger business results. Portfolio strategy is not just about managing complexity — it’s about converting it into competitive advantage.
Strategic Growth Management Vol.3
Distribution & Availability: So, you made your portfolio roles analyses and now very well know what part of the business to boost, what part to drive, what part to milk, with which part to defend your space and which part to part your ways unless you find a way to cure them and find them […]
Strategic Growth Management Vol. 1
Profitable growth is always possible — but never without focus. In this first volume of Strategic Growth Management, I share core lessons from my two-decade journey as a commercial executive, beginning with the concept of ‘Right-to-Win.’ It’s not just about having a great product — it’s about having the demonstrable superiority that consumers recognize, trust, and are willing to pay for. When that’s in place, growth becomes frictionless: distribution pulls rather than pushes, pricing gains stick, and promotional pressure eases. But achieving this doesn’t just require innovation — it demands precision in product-market fit, strategic de-selection, and a deep understanding of consumer pain points. This article opens the door to a structured path for unlocking sustainable, value-driven growth — with real-life examples from the trenches of global CPG.
Billion Dollar Dilemmas – 3
In today’s fast-paced market, innovation is crucial for CPG companies to remain relevant and deliver long-term shareholder returns. But not all innovations are equal. This article explores the critical distinction between disruptive and incremental innovation, highlighting how disruptive innovations can create new markets and value networks, while incremental innovations enhance existing products. With examples like the iPhone, we delve into why incumbent companies struggle to deliver disruptive innovations and what strategies they can adopt to foster a culture of innovation. Discover how to navigate these billion-dollar dilemmas and position your company for future success.
Billion Dollar Dilemmas – 1
March 14, 2018 After spending close to 20 years working in a CPG giant like P&G where you do not question time tested (for more than 180 years) business models, strategies and activity systems; these days I am having quite a start-up experience where you risk everything you do. You try, fail, correct and repeat. […]