Much talk today about "increasing shareholder value".

This article talks about "growth strategy" and I believe it is similar to the strategy outlined by Suresh at the THM.

You can read the full article at this link. https://hbr.org/2016/06/growth-needs-to-come-from-the-entire-company

Here's an interesting section from it.

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The growth engine approach that we believe in focuses your attention on questions related to sustained growth:

• What is our unique advantage?
• How do we add value in ways that others do not?
• What do we do better than our competitors that allows us to add value?
• How can we build the kind of capabilities that will propel us forward, time after time?

If you start with your own capability-based growth engine, you’ll tend to move outward from your core in a deliberate fashion. You’ll start with in-market leverage, growing within your core. You can offer new products and services to your existing customers that complement your existing offerings.

Second, you can proceed to near-market expansion. This is also called expansion through adjacencies. You broaden your geographic footprint or product assortment, but only when your capabilities system will help you.

Third, you can develop new capabilities to complement your growth engine: opening up new avenues as you expand around your core identity.

Finally, on rare occasions, you may offer a truly disruptive product or service — one that redefines your industry, as genetic engineering of plants redefined the agricultural chemicals industry and music streaming redefined recorded music. After these innovations, the entire structure of the industry changed, including the business models of the companies (like Monsanto and Netflix, respectively) that promoted those innovations.

All four forms of growth reinforce each other: for instance, full deployment of in-market growth often leads to innovation of new business models, which helps you identify and capture near-market expansion opportunities, which makes your capabilities stronger, which makes you more adept at in-market growth, and so on and so on. The engine of growth is inherent in the company, not any one product or service.