Brand & Core Values is one of the 11 Elements of an Exceptional Business.

Core Values represent the internal values a company holds, while Brand Values represent the external values presented to the public as the company’s brand. These values are the most important catalyst in an organization. They form the cornerstone for everything that a company does and accomplishes. Common values are what holds a diverse workforce together to accomplish the extraordinary. The values must be clearly defined to guide how people behave toward each other within the organization and direct how the organization interacts with its customers.

The Builder-Protector Ratio is a dimension from the Business Growth Framework.

The Builder-Protector Ratio measures the overall organizational mindset as it relates to the levels of confidence and caution within the company. It is captured as a mathematical expression—a ratio—of the relative confidence and caution the organization feels as a whole. To thrive, an organization needs to properly balance the two mindsets at the appropriate ratios for an organization’s Stage of Growth. 

The Classic Challenges are a dimension from the Business Growth Framework.

Classic Challenges are the top five challenges businesses typically face in each Stage of Growth. Our research has identified 24 unique Classic Challenges, some of which appear during more than one Stage. 

Awareness of the Classic Challenges doesn’t mean that the business can avoid them altogether; many are an inevitable factor of growth. There are several advantages, however, to knowing what they are and when to expect them.

The Classic Challenges represent surface symptoms of deeper, underlying issues. Recognizing the challenges is an important first step to determining which of the Elements need to be infused into an organization to facilitate growth, even in the face of these challenges.

With the link between Classic Challenges and Elements, the team can take specific actions to resolve the challenge in such a way that addresses the underlying issue, achieving greater long-term health for the organization.

Customer Segments come from the Business Model key element.

Customer Segments represent the key groups of customers a company serves. A business can unintentionally focus on the kinds of customers they’ve always had. Establishing three distinct Customer Segments can help a business look for new types of customers for their offerings. At the same time, three Customer Segments avoids the problem of having too many segments, which often results in a loss of focus.

Once the Customer Segments have been determined, the company has a way of organizing its business development activities including messaging and strategy. The different segments may have different buying triggers (reasons people buy from you, including needs, desires, and pain points), and therefore require different methods, mechanics, and frequency of interactions.

The Functional Org Chart comes from the Organizational Structure key element.

An Organization Chart, or Org Chart, is a basic tool used by many businesses to communicate where individuals fit within an organization. In Organizational ReWilding, the variation of this concept is called a Functional Org Chart. The key difference is that the Functional Org Chart focuses on positions, not people; no names appear on the chart.

This tool helps instill one of the core principles of Organizational Structure: first organize the work, then organize the people doing the work. Many times, an organization builds its structure around the people who are currently in the company. This results in a fragile company that is weakened each time a person leaves.

The Gates of Focus is a dimension from the Business Growth Framework.

All activity in an organization falls into three fundamental areas: People, Profit, and Process. Think of each of these as a door or gate behind which lies opportunities for the organization to grow. 

At any given Stage of Growth, the patterns observed in growing businesses suggest that there is an ideal order of prioritization of these three Gates. Said another way, one of these three holds the greatest opportunity for growth in your organization, based on your Stage of Growth.

Each of these areas is important all the time. However, their ideal priority changes based on your Stage of Growth. 

Participants in Growth Groups learn how to apply Organizational ReWilding to their businesses both today and in the future. At the end of the program, participants develop a Growth Plan – a 12-month map the business leader uses to direct growth over the subsequent year. The plan is customized to meet the needs of the organization while leaning on the topics learned and applied to the business during the program.