Course overview
Growth creates demands that early-stage operating habits cannot absorb. Revenue may rise while cash becomes constrained, service quality slips, decisions slow, and founders remain the approval point for every issue. Established businesses face similar pressures when entering new markets, adding channels, acquiring capacity or launching adjacent products. Leaders need a disciplined way to decide which growth opportunities merit investment, what operating model can support them, and how to protect profitability while scaling.
This course equips participants to diagnose growth constraints, design growth strategies and build practical scaling plans. Participants use market segmentation, Jobs to Be Done, Business Model Canvas, unit economics, growth accounting, scenario planning and operating-model design. They assess product-market fit, identify scalable customer-acquisition channels, set pricing and capacity assumptions, forecast cash requirements, build management dashboards and establish governance for growth decisions. Attention is given to people, process, technology, risk and culture as the business increases volume and complexity.
Teaching combines short instructor briefings with sector-based cases, group analysis, growth simulations and structured application to participants' own organisations. Cases may include scaling a digital payments platform, expanding a health-service provider, growing a business-to-business software company and increasing manufacturing capacity. Participants progressively build a Growth and Scaling Plan for a real venture, business unit or expansion initiative. The plan brings together the commercial case, operating model, financial forecast, risk controls, milestones and performance measures.
The course suits managers responsible for growing ventures, products, services, markets or business units. It is particularly relevant where leaders must convert an ambitious growth target into a funded, measurable and operationally credible plan.
