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 Growth remains a top priority for C-level executives, but for many, achieving and sustaining growth remains elusive. In fact, about a quarter of companies don’t grow at all, often because leaders limit their exploration of growth opportunities and neglect to make multiple bets. Knowing where to focus has become especially difficult recently as companies struggle with skyrocketing inflation and heavy competition for talent. 

 Growth is something every CEO and business leader aspires to deliver, but for many, it remains elusive. Between 2008 to 2010 about 1/4 of companies didn't grow at all, and between 2010 and 2019, only 1/8th achieved more than 10% revenue growth annually. 

Sustained, profitable growth is possible, however, and it comes down to “choice.” 

Companies are 97% more likely to outperform when they invest in multiple pathways for growth. Having the right growth-oriented operating models and capabilities delivers an average of 3x more revenue than their peers.

Growth leaders put growth at the top of every agenda, from board meetings to performance reviews. As the president of a global consumer goods company put it, “Growth is priority number one, two, and three.” This disciplined focus on growth is reflected in a profound belief that “growth is everywhere” and opportunities to outgrow peers can be found in every industry.

That mind-set is supported by research. This McKinsey analysis, their findings show that there is a growth-capability gap of 20 to 46 percentage points between top and bottom performers. This indicates that growth is possible in any industry when growth leaders back up their faith with committed action.

 Continually allocating resources to proven growth options or new initiatives that promise a better return on investment is a crucial leadership discipline, even if it means saying goodbye to beloved brands, products or services. 

 In North America growth leaders are 70% more likely to prioritize speed over perfection.

 Growth leaders are 80% more likely to communicate growth successes often.

 Growth leaders are 70% more likely to ensure that every employee understands the growth strategy and what it means for them.

 Growth leaders are 40% more likely to have explicit incentives to reward risk taking in their teams.

 Growth leaders are 60% more likely to have a clear multiyear mandate to pursue growth initiatives, coupled with the autonomy to do so without having to show short-term results.