The opening development session of the IRG100 program argues that a company’s origins are a source of advantage, and asks leaders to reconnect with them before they reimagine anything.
The seventh session of the IRG program with the Oxford Future of Marketing Initiative covers systemic change, and how much more connected the leading organizations are internally and externally.
The self-learning session on the Da Vinci Humanized Growth Leader profile, with a named CMO attached to each of the ten traits.
The session on why the organization itself is the biggest blocker to growth, and what an agile, well connected one looks like instead.
The opening session of the program: how to run a story listening circle, and the Growth Study findings each participant scores their own company against.
A session on running multiple business models at once, and on the two tools marketing can use to have that conversation with finance: the business model canvas and pricing power.
The online session on abundant markets: six routes to a wider market definition, what it takes inside the organization, and four companies that grew by deliberately offering less.
A leadership profile developed by the Institute for Real Growth with Spencer Stuart, setting purpose at the center and describing how a growth leader thinks and how a growth leader delivers.
A roundtable deck on recruitment and retention after the pandemic, arguing that the headline resignation figure is smaller than it sounds and that the real question is what people now want from work.
Maaike Doyer takes the IRG100 cohort through the business model canvas, using Dollar Shave Club as the case, and argues for discussing models more often and earlier.
