Managing Growth, Performance, and Change.

The Strategic Agenda as a Framework for Business Evolution.

Challenge

A leading manufacturer of powered recreational products approached Dewar Sloan with a two-part dilemma. Their first concern involved slower growth in business profitability, due mainly to mature product offering, and costing issues. Their second concern involved the emergence of new recreational product categories that were reshaping customer experiences and spending preferences.

Management wanted to focus on four main points:

Growth, Performance & Change

Understanding the broader landscape of business evolution—how growth, performance, and change align with the company’s long-term vision.

Organic vs. External Growth

Evaluating opportunities for expansion—balancing core business development with acquisitions and strategic partnerships.

Product & Service Innovation

Enhancing existing product lines while exploring new offerings that align with market demand and technological advancements.

Strategic Decision-Making & Risk

Weighing the best options for sustainable growth while considering financial, operational, and competitive risks in the short and long term.

The broader issue at stake?

How to address the near-term concerns of the business while exploring the options for profitable, resource-efficient, and sustainable business evolution.

Options and Solutions

Dewar Sloan worked with senior executives and the company’s board to draw different perspectives and frame options for moving the company forward.

Three main stages of work were generated over 180 days.

  • Stage 1: Assessment of conditions, options, and scenarios.
  • Stage 2: Appropriation factors – the alignment of potential strategy options with different resource and calendar assumptions.
  • Stage 3: Accountability for Objectives, Key Results, and Risk Factors.

The executive team and board arrived with what they chose as their Strategic Model for Growth, Performance, and Change.

Intent and Impact

The original intent of this work was to build out the company’s near-term and long-term Strategic Agenda. The practical impact that was realized was something more. With a different view of strategy direction, integration, and execution as a frame for planning and decision making, the company moved the needles for culture, category development, innovation, M&A, portfolio management, and more.

Let’s Evolve Together

Contact us today to see how Dewar Sloan can impact your business.

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