Organizations that are successful in growing in 2024 (at least +5% in revenue, at least +3% in EBIT) invest more than half of their time in board meetings to discuss top-line issues - that is, potential new business. In companies that expect no or little growth, it is only 45 percent. Here the focus is on bottom-line issues, essentially on cost optimization. A coincidence? 

Rather not, because various studies show that economic success is more likely to occur when specific goals are anchored. Those who systematically focus on growth potential are also more likely to see it. Growth as a positive "self-fulfilling prophecy" then. 

In German companies in particular, discussions revolve more around risks and less around opportunities. It is often the case that decisions are hedged as best as possible until the opportunity is no longer favorable, the competition has passed by or the list of cons is simply overwhelmingly full. Few dare to make a start and boldly focus on growth. 

We also asked the companies what the most important levers are to assert themselves against the competition. Consistent customer orientation is the top priority for all respondents but is rated as "very important" by successful companies slightly more often than by less successful ones (67 percent to 61 percent). What is particularly striking, however, is the discrepancy in the evaluation of product or technology leadership. This is crucial for over half of the top companies, but only for 40 percent of other companies. Overall, the successful organizations show a stronger prioritization - a key success factor, as the best growth ideas do not bear fruit if budgets and capacities are distributed across all possible approaches in a non-selective way. 

The courage to focus on core issues is closely related to the courage to pull the ripcord. When expected successes do not materialize, it is important to quickly free up resources for new potential. Many companies are hesitant and inconsistent in doing so – thereby blocking innovations. Initially, a lot of time is invested in analyzing and optimizing causes. Time that would be better invested in new potentials.

Growth does not happen by itself. Not even if a company has done its homework and optimized its cost structure to the maximum. Organizing growth is the pinnacle of corporate management, a “management masterclass”. Looking ahead, focusing on opportunities must be systematically anchored in the company and “trained” in the teams. This requires a vision, the right mindset, interdisciplinary collaboration. Then the path upwards is clear.