Solutions / Consulting / Growth Strategy
Growth Strategy
Most growth plans fail on sequencing rather than ambition. Three initiatives started simultaneously with capacity for one is the common pattern.
Growth sources sized separatelyPenetration, new segments, new geographies, new products and pricing each sized on their own merits.
The real constraint identifiedWhether the limit is demand, capacity, capital or execution, because each needs a different plan.
Sequenced to capacityInitiatives ordered against what you can actually deliver, rather than all started at once.
In simple terms
You tell us the growth you need. We size where it can realistically come from, test what each source requires, and sequence it against what your organisation can actually execute.
What Growth Strategy is. Growth strategy identifies where incremental growth can realistically come from, sizes each source, tests what capability and capital it requires, and sequences the set against the organisation's actual capacity to execute.
What makes this different. Strategy work fails when it produces a document everyone agrees with and nobody can act on. We work backwards from the decisions that have to be made, who makes them, and what evidence would settle them.
What the service covers
These are the areas we work across, such as the ones below. We combine them in the proportion your question needs, and we tell you which ones your question does not need.
Growth source analysis
Penetration, new segments, new geographies, new products and pricing sized separately, so effort goes where the headroom is.
Adjacency assessment
How far each move sits from your current capability, and what you would have to build or buy to serve it.
Constraint diagnosis
Whether the real limit is demand, capacity, capital or execution bandwidth, which changes the plan entirely.
Sequencing and resourcing
Initiatives ordered against realistic capacity, with the funding and hiring implications made explicit.
Questions this answers
If something like this is on your agenda, the engagement is already half scoped.
- Where does our next hundred crore of revenue realistically come from?
- Is the constraint demand, capacity, or the ability to execute?
- Should we grow through the existing channel or build a new one?
- Which adjacency is genuinely adjacent, rather than adjacent on a slide?
- What breaks first if we double volume?
How you can use this
A few of the situations where this service does real work.
Finding the next increment
The current engine is running well and will not deliver the next step.
Growth has stalled
Revenue has flattened and the cause is disputed internally.
Assessing an adjacency
A nearby market looks attractive and may be further away than it appears.
Too many initiatives
Everything has started and nothing has finished.
What changes for your business
The practical difference between running on this and running on what you have now, such as the following.
You get a decision, not a discussion
The work ends with an agreed plan, owners and sequencing, rather than a set of options nobody chooses between.
Capital goes to the right places
Investment is allocated against tested evidence of where returns actually are, including the parts of the business being quietly subsidised.
You find out what would make this fail
Failure conditions are named up front, so you recognise them early instead of explaining them afterwards.
Leadership ends up aligned
Disagreement is made explicit and tested rather than left to resurface halfway through delivery.
The plan survives scrutiny
Assumptions are exposed and the model is yours, so challenge from a board or investor is answerable.
Execution starts faster
Sequencing, owners and leading indicators are set before the engagement ends, so delivery does not restart the thinking.
Who this is for
Roles that commission this work most often include those below. Each asks a different question and gets a different cut of the same evidence.
Chief executives and leadership teams
Where should we be putting capital, and what do we stop?
A plan of record with sequencing, owners and the evidence behind each choice.
Strategy and corporate development
Which of these options actually holds up?
Genuinely different routes with their own economics, tested against evidence rather than advocacy.
Finance leadership
Do the numbers in this plan survive challenge?
A model with scenarios and sensitivities, built so your team can rerun it with its own assumptions.
Business unit and regional leadership
Is my plan realistic, and can I defend it?
A demand and competitive picture you can take into a group budget conversation.
Boards and investment committees
Has this been tested, or just presented well?
Independent analysis with the assumptions exposed and the failure conditions named.
Typical clients
How we work
The third step is the one that makes the output usable, and it is the one most work of this kind skips.
Frame the choice
The brief you send and the decision you face are rarely the same question. We settle that first, with the people who will have to act on the answer.
Test the options against evidence
Each realistic route is developed far enough to be compared honestly, including the ones that are politically inconvenient.
Read it for your position
Your capability, capital and starting position decide which option is actually available to you, not which is best in the abstract.
Agree the plan of record
Sequencing, owners, resourcing and the leading indicators that tell you it is working before the results arrive.
What you receive
Options paper with the case for and against each route
Financial model with scenario and sensitivity analysis
Recommended plan of record with sequencing and owners
Board-ready presentationwalked through live
Access to Phi, our AI research platformincluded
Every engagement comes with access to Phi. Ask questions of your own findings in plain language, pull the evidence behind any number, and keep querying long after the work is delivered. Your team gets the working intelligence, not just the document.
Open PhiWays to start
Tell us the decision and the date it has to be made by. We will recommend the smallest engagement that gets you there.
Strategy sprint
One decision, framed and answered against evidence, in a fortnight.
Full strategy engagement
Options, evidence, financial case and an agreed plan of record.
Execution support
Working alongside the team through the first phase of delivery.
Common questions
Is this different from business strategy?
Narrower. Business strategy asks what the company should be; growth strategy takes that as given and asks where the next increment comes from.
How do you size a market we have never served?
Bottom-up from addressable units and realistic capture rates, cross-checked against analogous markets we have already sized.
Who owns the work?
You do. It is exclusive to you, it is not resold, and working files are handed over unlocked.
Will you sign an NDA?
Yes, before the first conversation if you prefer.
Tell us the decision you are facing
Send us the question, the context and your timeline. You get back a recommended first step, what evidence it needs, and what it costs. Not a capability deck.