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The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise Paperback – Bargain Price, May 1, 2000


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The Alchemy of Growth: Practical Insights for Building the Enduring Enterprise + The Granularity of Growth: How to Identify the Sources of Growth and Drive Enduring Company Performance + As One
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Product Details

  • Paperback: 272 pages
  • Publisher: Perseus Books Group (May 2000)
  • Language: English
  • ISBN-10: 0738203092
  • ASIN: B0013VZK1Y
  • Product Dimensions: 9.1 x 6.1 x 0.6 inches
  • Shipping Weight: 13.6 ounces
  • Average Customer Review: 4.5 out of 5 stars  See all reviews (16 customer reviews)
  • Amazon Best Sellers Rank: #2,923,030 in Books (See Top 100 in Books)

Editorial Reviews

Amazon.com Review

Why do some companies come and go while others endure? According to McKinsey & Company, Inc. consultants Mehrdad Baghai, Stephen Coley, and David White, the secret to a lasting enterprise is sustained growth. In The Alchemy of Growth, the authors offer a practical guide for jumpstarting expansion and keeping it going. "Growth is a noble pursuit. It creates new jobs for the community and wealth for shareholders. It can turn ordinary companies into stimulating environments where employees find a sense of purpose in their work," they write. "Growth's transformative power is akin to the alchemy of old."

The authors describe the approaches that have succeeded in helping their corporate clients around the world to step up the pace. For instance, companies must simultaneously focus on "three horizons" critical to growth. The first is the current bread-and-butter of the firm; the second, the fast-developing entrepreneurial ventures; and the third, the ideas that will germinate into tomorrow's profits. The best part of the book: the real-life examples of firms that have transformed themselves from laggards to supercharged growth companies. Take Disney, for example. After founder Walt Disney's death in 1966, the company stagnated, with its theme park and film business slipping. But after Michael Eisner took over in 1984, Disney boosted its average annual returns to 29 percent, on the strength of growth in such new avenues as Disney stores, ESPN, and resort development. The Alchemy of Growth is an instructive handbook for managers interested in spurring their companies to new heights. --Dan Ring --This text refers to an out of print or unavailable edition of this title.

From Library Journal

This slender volume is the latest in a growing number of books from accounting, management, or consulting giants. Here, the topic is that most elusive of business concepts, growth. Coauthors Baghai, Stephen Coley, and David White are partners at the renowned consulting firm of McKinsey & Company, specializing in growth strategies. They feel that the growth creation process has three stages: maximizing current business, building emerging issues, and developing viable options. This framework is used to examine successes and failures while exploring the interrelated issues of inertia, momentum, business history, opportunity, leadership, and sustained growth. The last third of the volume consists of two-page summaries of the 30 companies used as successful examples. The concepts are clear, logical, and well documented with footnotes, but this type of business book will date quickly even if the underlying theoretical framework is sound. Public and undergraduate libraries will find this an acceptable though optional purchase.APatrick J. Brunet, Western Wisconsin Technical Coll. Lib., LaCrosse
Copyright 1999 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

More About the Author

Mehrdad is Managing Director of Alchemy Growth Partners, a boutique advisory and venture firm based in Sydney. Mehrdad advises large companies on their growth strategies and business building initiatives. He is co-author of the international bestsellers, The Alchemy of Growth, The Granularity of Growth as well as the newly released book As One. Previously, he was a partner in the Sydney and Toronto offices of McKinsey and Company and co-leader of the Firm's worldwide Growth Practice.

He is the founder of the High Resolves Initiative, a community service project around global citizenship, which has reached over 10,000 high school students. Mehrdad is a Henry Crown Fellow at the Aspen Institute. Mehrdad received a B.S.E. with highest honours in electrical engineering and computer science from Princeton University, where he also completed a joint degree on public policy at the Woodrow Wilson School. He continued his education in public policy at Harvard where he completed an M.P.P. as a Kennedy Fellow at the Kennedy School of Government and a J.D. with high honours at Harvard Law School.

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31 of 32 people found the following review helpful By Bill Godfrey on June 8, 2000
Format: Hardcover
A perspective on corporate growth and change which works through the need to maintain a simultaneous focus on three 'horizons' - today's business, emerging businesses and longer term options and the implications for strategy, management and structures.
As you would expect of a book out of the McKinsey stable, this is on an issue of importance to business, is well researched and analysed and very readable and well presented. As you would also expect, it is focused on large corporates, and on strategies for their business success, as measured by exceptional growth and returns to stockholders.
It provides one important perspective on the issue of corporate growth and development, to be compared with other perspectives.
There are obvious comparisons with Collins & Porras: 'Built to Last' both in the concern with continuing exceptional performance over an extended period and in the care taken to explain the research base from which the findings are derived. However, whereas Collins & Porras are concerned primarily with values and culture, Baghai et al are primarily interested in strategies for the selection, development and management of a portfolio of businesses and the implications of those strategies for structuring, staffing and operations.
The fundamental thesis is simple and can be stated in a few propositions:
The companies that have been successful in maintaining high rates of growth with superior profitability are those that have learnt to manage well to three different time horizons at the same time - today's business, the next generation of emerging businesses, and the longer term options out of which the next generation of businesses will arise.
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23 of 29 people found the following review helpful By A Customer on July 15, 1999
Format: Hardcover
How to turn a booklet into a book --> use big print and add a huge appendix (about half the book). It took four authors to write this book?
Make a nice short read in the bookstore cafe but it won't last more than a cup or two.
Here's a chapter's worth - manage three growth time-horizons simultaneously. I just saved you a cup.
However, the content IS important and useful.
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6 of 7 people found the following review helpful By A Customer on April 22, 1999
Format: Hardcover
This book is based on research on 30 companies in Asia, Australia, Europe, and North American, selected for exceptional sales and profit growth. The research findings reveal a three-phase pattern for growth which is analyzed and illustrated with cases. The pattern encompasses the embryonic, emergent, and mature phases of a business's life cycle. The underlying pattern is a continuous pipeline of business-building initiatives that focuses on three horizons: extending and defending the core business; building emerging businesses, and creating viable future opportunities. This examination of growth strategies proves highly enlightening. The combination of insights based on solid research yields a great book. The appendix profiles each of the firms the authors' studied. Recommended. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.
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6 of 7 people found the following review helpful By frumiousb VINE VOICE on June 5, 2000
Format: Hardcover
It seems like a no-brainer that companies need to grow in order to survive or compete, and this book isn't interesting because it tells us what we already know. What's interesting about this book is that the authors do a wonderful job of taking substantial research, abstracting the trends, and rendering their findings into very clear and usable models and messages that can help most managers who are thinking about growth. It was particularly interesting for me, as I work as an ebusiness consultant for a large IT integrator and many of my customers are trying to start new staircases (as described in the book) via Internet channels and I can immediately see the applicability of Alchemy to what they're trying to do.
The book is a quick read (almost comically quick, given the price) and mercifully low on buzz words. Right now, I don't see the appendix as being particularly useful, but I may find it more so later. Annotating the bibliography would have added a lot of value.
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3 of 3 people found the following review helpful By Amazon Customer on February 27, 2006
Format: Paperback
Sustained growth is the motivation of any profit-making organization. As the authors point out, few organizations achieve sustained growth. Most have really good years, and those can be followed by really poor years. The authors see most firms faltering some point in their history unable to sustain growth.

By building growth into a business plan, the authors explain a method that will call for practical growth and help to build an enduring enterprise. Regardless of the size of a business, by following the authors' advice of managing across three "horizons" at once, the company will grow successfully and, most importantly, sustain that growth.

These three horizons reflect the company's present, short-term future, and long-term future. One must be able to manage these three horizons effectively by:

· defending and growing core businesses

· building up new core businesses for the future

· planting the seeds that may become potential businesses for the long term.

The authors point out that managing all three of these is no easy task. There will be areas where the priorities and requirements for these three horizons will conflict. This book will help leaders manage through these conflicts.

They will also learn how to:

· overcome a company's inertia

· build momentum for and through growth

· sustain growth
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