A new game would require a new way of defining opportunities. Firms have to learn how to think differently, step outside of the box – away from customary ways of looking at organizations, business and markets – to expand firms’ view of the possible. To find and pursue new opportunities you must develop a clear point of view about growth and make it a part of company's genetic code. Leaders that move toward coming alive with growth prospects identify opportunities, develop selection criteria, select the avenues for profitable growth and pursue opportunities with speed.
The key that opens the door to opportunities is the approach of asking searching questions 'Why?' and 'What If?'
We also need to ask stakeholders to find out what they want, what they do not want, and what they would like to change. We believe that the task of a business leader is to create systems, within a well structured organization, that empower employees and enable people to achieve higher productivity and greater sustainable competitive advantage.
What will drive the success of your organization? Is it aggressive top-line growth, profitability, entering new markets or launching the next blockbuster product? No matter which future course you plot for your organization, success will rely on flawless execution of value added services to your stakeholders, which in turn will largely depend on your organization’s ability to choose and prepare the best possible human capital to provide valued services. Since the only constant in the world is change, that well entrenched model that has helped your firm to the present level may not be appropriate to take the firm to a higher level.