© Sanjay Khosla, Bunnik LLC.  |  sanjay@sanjaykhosla.com


Delivering Business Growth

An actionable framework

Contrary to the traditional view that more activity — launching new products, entering new markets, acquiring other companies and such — leads to more revenues and profit, the experts who developed and lead this program have shown that growth comes from doing less and being more focused.


Grounded in the principle that the growth agenda is 10 percent strategy and 90 percent execution, they offer an actionable, execution-focused blueprint for unlocking sustainable, profitable organic growth on a global scale, one that has resulted in sustained double-digit growth in revenues and margins for major global brands. With its emphasis on execution, you’ll leave this program with a tailored, actionable agenda for driving growth at your company.


Hear the word “innovation,” and you might think of an R&D lab, a design group, or a start-up venture. But today innovators are in demand everywhere—from the factory floor to the salesroom, the IT help desk to the HR department, the employee cafeteria to the C-suite. Innovation isn’t a department. It’s a mindset that should permeate your entire enterprise.


No matter the venue, the feedstock for innovation is insight—an imaginative understanding of an internal or external opportunity that can be tapped to improve efficiency, generate revenue, or boost engagement. Insights can be about stakeholder needs, market dynamics, or even how your company works.


Several Fortune 500 companies have been founded on a single insight about what customers want. Starbucks brought a little bit of Italy to coffee shops. Home Depot gave do-it-yourselfers access to professional supplies. The Body Shop was built on the notion that buyers of beauty products care about humane animal-testing practices. Inside your company, insights can lead to more-efficient operations, simplified processes, or leaner structures.


Insights can be powerful, but how do you find them? Should you brainstorm with colleagues? Sift through masses of data? Simply introspect? Or carry on as usual and wait for the proverbial apple to fall on your head?


In our combined half-century of working with innovators at start-ups and within large corporations, we’ve found that the best insights tend to come from sources that can be categorized. We recognize that many people arrive at great ideas more or less serendipitously, but we nevertheless believe that it’s possible for individuals to approach innovation in a more systematic way.


On the basis of our experiences with and research into entrepreneurial ventures and product-development groups in varied industries around the world, we have outlined seven “insight channels” that can be used by would-be innovators in any function or role. They are listed below. By periodically tuning in to these channels and methodically running through them, you can focus your imagination, organize thinking, spur creativity, and find valuable ideas for growth.


Seven Insight Channels



Examine deviations from the norm

Do you see unexpectedly high or low revenue or share in a market or segment? Surprise performance from a business process or a company unit?




Find macro trend intersections

What key economic, behavioral, technological, or demographic trends do you see? How are they combining to create opportunities?




Pinpoint deficiencies in the system

Where are customer pain points for your products, services, or solutions? Which organizational processes or practices annoy you and your colleagues?




Question conventional beliefs

Are there assumptions or beliefs in your industry that go unexamined? Toxic behaviors or procedures at your company that go unchallenged?




Exploit deviance

What can you learn from the behaviors and needs of your leading-edge or laggard customers, employees, or suppliers?




Learn from immersion elsewhere

How are your stakeholders’ needs influenced by their sociocultural context?




Borrow from other industries or organizations

What successful innovations do you see applied in other disciplines? Can you adapt them for your own?



Businesses today are awash in data. Innovators pore over this information looking for promising ideas, but often they focus on means and averages, which lead to broad conclusions. Sometimes the real opportunities lie in the results that deviate from business as usual.


Consider an anomaly in global e-commerce. One might think that Russia, with more than 100 million middle-class consumers and 75 million internet subscribers, would be an attractive market for online retail. However, e-commerce accounts for a paltry 1.5% of total retail sales in the country. The entrepreneur Niels Tonsen recognized why: The Russian postal system is very unreliable, and few consumers have credit cards. This insight led Tonsen to create an online clothing store, Lamoda, which employs an army of couriers to deliver customers’ purchases to their homes, pick up cash on delivery, and even offer fashion advice. By providing an innovative experience that effectively brings the store, the style consultant, and the cash register to the customer’s front door, Lamoda built a very successful e-commerce business, uniquely suited to the Russian market. (See also “The CEO of Ozon on Building an e-Commerce Giant in a Cash-Only Economy,” HBR, July–August 2014.)

The smart innovator knows to notice and then follow up on surprising data. To look for anomalies, ask questions such as: Is your market share or revenue abnormally low or high in a geographical market? Are you having unusual success with a specific customer segment? Are some of your salespeople unusually productive? Are some of your suppliers able to deliver unusually quickly? Then dig deeper. The deviant numbers may be the tip of the iceberg, hiding a valuable insight below.



When several trends come together, their intersection can be fertile ground for insights. For instance, the confluence of mobile telephony growth, social networking, and increasingly short attention spans has spurred the creation of social media applications including Vine, which allows the sharing of short videos; Tinder, a GPS-linked matchmaker; and Snapchat, which deletes anything sent through it from the receiver’s phone in a matter of seconds. Evan Spiegel and his Snapchat cofounders built on two more-specific social media trends: the urge to broadcast life as it happens and growing concerns over privacy. People express themselves spontaneously on Snapchat without worrying about self-censorship.


New social habits, technologies, and areas of interest are forming all the time across all facets of life. The smart innovator looks at how they fit together. Ask yourself: What are the major economic, demographic, and technological trends affecting my organization, industry, or market? How do those trends intersect? For instance, if you combine an aging population (a demographic trend) with mobile connectivity (a technology trend) and rising health care costs (an economic trend), you can mine the intersection to create services such as remote health care monitoring for seniors. Similarly, if you combine the rising costs and difficulty of sourcing talent with the widespread availability of mobile video, you can see an opportunity to create a video-based recruitment application to screen a large number of candidates at a low cost.




Life’s irritations are often a terrific source of ideas. In the late 1990s Mark Vadon, a young consultant, went shopping for an engagement ring and found the experience intimidating and difficult. The system for categorizing and valuing diamonds is complicated, and eager salespeople only add to the pressure. Vadon reasoned that many other men were equally put off—an insight that led him in 1999 to found Blue Nile, an online jewelry dealer that offers useful tutorials and information on gems. Today the company is the largest online retailer of diamonds and sells some $250 million worth of engagement rings a year—more than 4% of total sales in the U.S. market.


Many people arrive at great ideas more or less serendipitously—but it’s possible for individuals to approach innovation in a more systematic way.


Vadon’s experience shows the value of paying attention to what annoys people and then fixing the problem. Put yourself in the shoes of customers, colleagues, or suppliers and ask: What’s most frustrating about your products, processes, or workplace? What bothers you personally about your business? What work-arounds do people use to get their jobs done? How could they be improved upon? Can you make customers’ lives easier or company meetings less painful? Can you reduce the hassles your suppliers face? If you feel people’s frustrations, you can find valuable innovation opportunities.



When something has always been done the same way on your team or in your organization or industry, it’s worth asking if there’s an alternative. Traditions often block potential innovations because people are reluctant to abandon the tried-and-true. But when conditions change, so must traditions.


In the defense industry, for example, manufacturers have long focused on building expensive and sophisticated missiles, such as Raytheon’s Tomahawk, that sell for more than a million dollars; even the cheapest offerings, such as Lockheed’s Hellfire, cost upward of $100,000. These missiles are developed with customer funding (from the U.S. Department of Defense) and are custom-designed to be smart and powerful so that they can take out tanks and other large targets. But at Raytheon (a company to which Mohanbir Sawhney has provided consulting), the 25-year veteran Steve Ignat and his team recently upended that status quo.


Knowing that the United States and its allies needed cheaper, stealthier missiles to effectively target small groups of terrorists on the ground, they created a low-cost manufacturing facility (dubbed the Bike Shop) and, without even courting a single customer, used parts from existing production programs to assemble exactly those sorts of weapons. One of the missiles they built, the Griffin, is now in high demand.

Orthodoxies hide in every organization, industry, and market. To uncover them, ask yourself: What beliefs do we all hold sacred? Why do things have to be this way? What if the reverse were true? What opportunities would be opened up if we abandoned those assumptions and beliefs?



Businesses, appropriately, spend most of their time concerned with their mainstream stakeholders. But sometimes it is the “positive deviants,” as Oxford University’s Richard Pascale calls them, who are a rich source of ideas or insights, teaching us innovative ways to overcome incredible odds or solve seemingly intractable problems.


In May 2014 the famous Harvard law professor and activist Larry Lessig created Mayday, a political action committee to address the issue of corporate money in politics. The PAC would use community- and internet-based “crowdfunding” to raise similar amounts of money directly from citizens. As of August 25, 2014, it had raised $7.92 million from more than 55,000 contributors.


Positive deviants may be visionary customers who can help you see trends before they become mainstream. They may be manic coworkers who are passionate and don’t take no for an answer. They may be enlightened shareholders who can help shape your company’s strategy. Innovators must look at the fringes of stakeholder groups and ask: What can we learn from those who are most intense in their complaints or enthusiasm that we could apply to our company or our role?



When business turns stale, innovators get out of their own offices to visit “customers”—whether that means employees they manage, colleagues who rely on their work product, or the people who buy their goods and services. These “voyages” into different worlds are necessary because all behavior takes place within a rich sociocultural context; it’s impossible to understand what others are thinking when you’re sitting alone at your desk. Designers and product developers have long understood how important it is to take this anthropological approach.


A few years ago, Jennifer Hargreaves, a manager at the financial software company Intuit, was tasked with creating a new version of the company’s popular QuickBooks product for nonprofit organizations. Her first step was to volunteer at a local charity. After immersing herself in the new context—helping to manage the organization’s accounts for a few months—she noticed sharp differences between for-profit and nonprofit financial management processes. The focus was fundraising, not sales, and donors, not customers. This on-the-ground research helped her brainstorm extra features—such as the ability to track donations, pledges, and grants separately and to allocate expenses to particular initiatives or programs—for the new QuickBooks Premier Nonprofit, which she later launched to positive reviews and sales.


Anyone can make similar voyages. Learn how your stakeholders live, work, and behave. Ask yourself: What are the social, cultural, and environmental factors that affect their preferences and behaviors? How can we create solutions that respond to those factors?




Sometimes other teams, business units, companies, or industries have adopted useful ideas or systems that haven’t crossed the border, so to speak. Can you import innovation—even from a place that seems far removed or exotic?

Greg Lambrecht came up with his Coravin Wine Access System by co-opting ideas from the world of surgery. An MIT-trained engineer and an oenophile, he grew tired of uncorking bottles that he didn’t want to finish in one night, only to have the fine wine start to oxidize and deteriorate. Wouldn’t it be wonderful to be able to drink just one glass while leaving the rest perfectly preserved? He knew that surgeons had started using extra-fine needles to ensure minimally invasive surgery and wondered if the same type of needles could be used to draw wine from a bottle. He tested and developed the idea over more than a decade, and despite a few setbacks, Coravin has been well reviewed and is now widely available.


We advise innovators to study a wide range of unrelated functional groups and industries to look for analogies that they can adapt to their domains. After all, innovation is not about bringing something new into the world. It’s about usefully applying something that is new to the situation, no matter the purpose for which it was invented.Our list of insight channels has evolved over the years and will no doubt continue to change and grow. Other observers could probably add a few categories of their own. But we’ve consistently found in our research and work that these seven are powerful drivers of innovation. Although they’re most commonly used by entrepreneurs, developers, and designers, they can help you in any role and any context where new thinking is required. Few people find great ideas on a blank canvas. Most of us need our imaginations channeled.


A version of this article appeared in the November 2014 issue of Harvard Business Review.


John Hamel doesn’t look like someone who would go to a nail salon, let alone tell you what nail colors are in vogue or when women are most likely to book a pedicure. Yet over the last seven years, Mr. Hamel and his business partners have learned a lot about the industry — maybe too much.


“Turns out the jets are the worst,” said Mr. Hamel, a general partner at Cue Ball, a Boston-based investment firm, referring to the foot tubs used in pedicures. “There is no way to really clean those things.” Other offenses include reusing tools that aren’t properly sterilized and double-dipping swabs used to wax, well, just about anywhere.


Anyone who frequents the typical neighborhood nail salon may conclude that the industry needs a makeover. Such things as scheduling (“Wait five minutes”), fluorescent lighting, smelly acrylics and questionable hygiene can undermine the experience. Still, demand for quick and inexpensive nail and beauty treatments is strong.


Enter an unlikely team of management specialists, who in 2007 began to reinvent the nail salon by applying best practices borrowed from other industries. They have trademarked names and applications for nail shapes, developed a line of polish and adopted hospital-grade hygiene practices. They use sophisticated point-of-sales systems and even have a full-time data scientist to better predict how the weather, time of day and other variables affect demand.


Their company, MiniLuxe, now has eight locations in the Boston area and, having just raised $23 million in venture capital, is preparing to expand nationally. The company plans to open eight salons this year, including in and around Dallas.


Continue reading the main story





As Start-Up Strategies Evolve, So Does Role of a Business Plan DEC. 3, 2014



An Online Jeweler Creates Links With Brick-and-Mortar Shops JAN. 7, 2015



Finding a Balance When the Buck Stops Here. And Also Here. OCT. 22, 2014



Continue reading the main story


And just as Starbucks helped give rise to new coffee drinkers, MiniLuxe thinks its effort to reimagine nail salons, even with higher prices, can create new demand. “There was a time when people couldn’t imagine paying $4 for coffee,” said Sue Thirlwall, a former chief brand officer for Baskin-Robbins who joined MiniLuxe as chief executive in 2011.


The idea to reshape the nail business wasn’t born out of Mr. Hamel’s frustrations. Until 2007, he’d never had a manicure or pedicure. Rather, the idea started with a challenge from Cue Ball’s chief executive, Tony Tjan, to find a highly fragmented industry that could do what Starbucks did for the coffee shop: use a combination of smart design, systems and company culture to create a following.


The Cue Ball partners had been looking at several industries when Mr. Hamel noticed just how many nail salons occupied the strip malls near his home north of Boston. “After seeing five in a row,” he said, “I thought, ‘This is it.’ ”


Mr. Hamel proposed the idea to his partners, who saw the potential to create a place in an industry that, by their estimates, comprises 65,000 salons in the United States, with a collective $10 billion in annual sales.


The Cue Ball general partners have experience developing and scaling businesses. Richard Harrington, Cue Ball’s chairman, was the chief executive of the Thomson Corporation (now Thomson Reuters) from 1997 to 2008, a period in which it grew into one of the world’s largest media companies. Mr. Hamel was a director of business intelligence for the business and technology consulting firm Answerthink, and Mr. Tjan founded the Internet services pioneer Zefer and was vice chairman at the Parthenon Group, a Boston-based consultancy.




MiniLuxe officials, from left: John Hamel, general partner at Cue Ball; Sue Thirlwall, chief executive of MiniLuxe; and Tony Tjan, chief executive of Cue Ball. Credit Gretchen Ertl for The New York Times

They are joined by Mats Lederhausen, who was managing director of McDonald’s Ventures and oversaw investments in Chipotle Mexican Grill, Boston Market, Pret a Manger and Redbox. “There was no systems approach to nails,” Mr. Lederhausen said. “We thought this was a good idea that we could build systems around and replicate.”


The company started with a single salon in Boston, figuring if it could show proof of concept in a city with a short sandal season, they just might be onto something.


The first thing they tackled was hygiene. Nail salons are regulated by the states, but Mr. Tjan says the standards are often inadequate and difficult to enforce. New York, for example, has 27 inspectors for nearly 5,000 salons. Borrowing practices from the medical and dental industries, MiniLuxe uses single-use tools when feasible and sends everything else through in-house clean labs with ultrasonic debris removers and hospital-grade autoclave sterilizers. There are no jets in the foot tubs at MiniLuxe salons. In addition to popular brands, MiniLuxe has its own line of nearly toxin-free polish, introduced last year.


Newsletter Sign UpContinue reading the main story

Sign up for the all-new DealBook newsletter

Our columnist Andrew Ross Sorkin and his Times colleagues help you make sense of major business and policy headlines — and the power-brokers who shape them.


 Sign Up


You agree to receive occasional updates and special offers for The New York Times's products and services.



Another critical step was in the training, scheduling and career development of employees. MiniLuxe has roughly 200 part- and full-time employees, all of whom have company health insurance, paid time off, profit-sharing and a company 401(k). “You can’t create affinity for consumers if you do not create affinity for employees,” Mr. Lederhausen said.


Scheduling for businesses with walk-in services is notoriously difficult. There are days when a salon doesn’t have enough nail technicians to keep up with demand, and others when technicians sit idle. As one solution, MiniLuxe hired a data scientist to predict what factors drove demand. Not surprisingly, the weather is a big component for the Boston salons. MiniLuxe salons have a 5 percent increase in traffic for every 10-degree increase in temperature, but rain doesn’t slow business.


To further help with scheduling and improve the service, MiniLuxe offers 24/7 online booking and is introducing a mobile app that will, among other things, buzz users’ phones when it’s their turn for a service. It is also testing apps that give employees more information about scheduling and client preferences.


MiniLuxe has also been strategic about location. It uses data from its stores to map out suitable spots, but Mr. Hamel’s original strategy is one that anyone can replicate. “I went online and looked up the address of every Starbucks in Massachusetts and then looked at the number of nail salons within a half-mile to two-mile radius,” he said. “Whichever had the most density is where I looked for space.”


Joseph Michelli, a consultant who specializes in customer experience and has written two books on Starbucks, agreed that MiniLuxe seemed to be adapting the coffee company’s playbook to create a cult following. “Starbucks has inspired lots of businesses to create a value proposition and build an experience around it,” he said. And like Starbucks, the MiniLuxe founders have devised “their own language, their own product lines,” he said. “All of that fits the Starbucks model.”


At $20 for a manicure and $39 for a pedicure, MiniLuxe charges slightly more than a typical strip-mall nail salon, but less than a spa for comparable services.


The chain’s popularity around Boston indicates the demand for this middle ground. “During peak periods, we’re turning away hundreds of clients a month,” Mr. Tjan said.


As it expands, MiniLuxe will need to take care not to lose sight of its original goals, said Sanjay Khosla, a senior fellow at Northwestern University’s Kellogg School of Management and co-author of “Fewer, Bigger, Bolder: From Mindless Expansion to Focused Growth” (Penguin Group).


“That’s where Starbucks went wrong,” he said. “They started measuring on speed of service rather than the quality of coffee, and the execution got shoddy.”


A version of this article appears in print on January 15, 2015, on Page B9 of the New York edition with the headline: Rethinking the Nail Salon by Glancing at the Starbucks Model.


Blank Checks: Unleashing the Potential of People and Businesses

How an unusual management technique inspires business teams to envision — and achieve — breakthrough results.

In 2007, Kraft Foods Inc. was facing a major challenge with Tang — the powdered breakfast drink that had long been one of its iconic brands, made famous in the 1960s when the National Aeronautics and Space Administration included the drink in the rations for U.S. astronauts. The brand was caught in a cycle of underperformance — a situation that commonly bedevils companies as they seek to drive organic growth. In 2007, the leadership team of Kraft’s developing markets identified Tang as one of their top 10 focus brands, and came up with an unusual strategy for boosting the brand’s sales back into the stratosphere: Tang leaders in key countries such as Brazil were given a “blank check,” essentially urging them to dream big and not worry about resources. The results have been astounding. In the last five years, Tang has doubled sales outside the U.S. and become a profitable, US$1 billion brand there (in comparison, it had taken Tang 50 years to reach the $500 million revenue mark). The transformation of brands like Tang helped grow Kraft Foods’ developing markets business from $6 billion in revenues in 2007 to more than $15 billion in 2011, significantly improving margins.

The secret of Tang’s turnaround was to free the team from resource constraints that could limit their imagination, inspiring them to achieve unprecedented results that would create a virtuous cycle of growth. This, of course, ran counter to one of the gospel truths in management, that people need to live within their means. Managers have always been taught that they have to work with the limited resources available. Unfortunately, resource constraints limit more than plans. They also limit the creative potential of people.What if resources were not a constraint? If managers were free to dream and act big without worrying about busting their budgets, they would be limited not by resources, but by their imagination. We believe that business leaders can unleash tremendous untapped potential by unshackling their people and their businesses from resource constraints (while still, of course, holding them accountable for results). The key insight is that business leaders, instead of defining budgets and resources, should focus on defining ambitious goals, while leaving it to their managers and their teams to ask for whatever resources they need to achieve these goals. When teams decide their own budgets, they act as owners and are inspired to achieve the impossible. At Kraft Foods (where coauthor Sanjay Khosla is president of the developing markets group), we call this idea a “blank check” initiative.The Concept of a Blank CheckA blank check is a metaphor for the freedom a team is given to determine for themselves the financial resources they need to achieve a set of agreed-upon goals within a defined time frame. Blank checks exhort teams to “shoot for the moon,” while giving them the rocket fuel they need to break free of the gravitational pull of predetermined budgets and business as usual. However, blank checks are not a license to spend without limits, without guidelines, or without consequences. Teams have to define the resources they need — they must fill in the amount of the blank check. Every blank check initiative needs to be consistent with the company’s overall business strategy. And it needs to have the potential to produce sustained, profitable growth. (See “Driving the Virtuous Cycle of Growth.”) Blank checks are not meant to produce “one-hit wonders” that bring a short-term spike in results. The idea of the blank check is to empower big ideas that drive a virtuous cycle and change the business’s trajectory for the long term.Moreover, teams that sign up for blank checks are held strictly accountable for quantifiable results. Blank checks represent freedom within a framework — freedom to act, but with a set of ground rules to ensure that the initiatives stay on strategy and produce results. For example, the framework might include a set of company priorities or areas of focus, innovation platforms, big bets, or even an acquisition strategy that guides the company’s overall strategy or vision. At Kraft Foods, for example, the company’s developing markets business has a focused growth strategy that concentrates on five key categories (e.g., biscuits and chocolate), 10 power brands (e.g., Oreo, Tang, Trident, and Cadbury), and 10 priority markets (e.g., Brazil, India, and China); the strategy is called 5-10-10. (See “Growth through Focus: A Blueprint for Driving Profitable Expansion,” by Sanjay Khosla and Mohanbir Sawhney, s+b, Autumn 2010.) The company uses this strategy as its framework, and gives freedom to select teams in the organization to drive the 5-10-10 growth agenda with blank checks.

How Blank Checks Work

To put the blank check idea to work, business leaders need to go through a systematic process of picking the best bets, selecting the team, defining goals and plans, kicking off the initiative, and monitoring the results. Here’s what happens at each of these five steps.


1. Picking the best bets. The first step in a blank check initiative is for the business leaders to choose the business domains that should be targeted for growth. Blank checks are designed to fund big bets, so it is important that the bets are chosen carefully. Business domains can be defined in different ways or viewed through different lenses — a geographic market (China, for example), a brand (Tang), a channel (food service), a category (beverages), or a consumer segment (teenagers). The domain can also be a combination of these (Oreos in China). Blank checks can be applied to functional areas, such as the supply chain or manufacturing. We recommend selecting two or three definitions for the domain, at most, and using these definitions to shape the larger strategic context within which to look for blank check projects. The objective is for the initiative to be performance-driven and values-led, as well as compliant with federal and local laws and the company’s compliance practices.


As the business leaders choose the domains for the blank check initiatives, they need to keep three criteria in mind. At Kraft developing markets, we call these “the three Ms.” First, the business should ideally have significant Momentum. It is always easier to build on a business domain that is working well than to fix a domain that is broken. A key success factor is to “mine for gold” — to identify what is working and then scale up quickly when the reasons for success become evident. A second key success factor for driving a virtuous cycle of growth is Margin potential in the business. Growth for the sake of growth is often dangerous. Third, the business initiative should be Material — something that produces high impact with the least possible effort. There should be sufficient headroom for the business to grow.


2. Selecting the team. Blank checks are ultimately bets on people, rooted in the faith that they have the potential, the passion, and the perseverance to transform their businesses. Selecting the recipient of a blank check begins with the top leadership team working closely with the leader of a given business to identify the person who is most naturally accountable for a certain area of the business where the blank check can ignite transformation. Team leaders selected for blank check initiatives need not be the most senior or the most experienced — more important is for them to be the people with the most potential. But that is just the initial criterion.


The business leaders must ask themselves a series of questions about the blank check candidate. Is this person a natural choice for the challenge based on his or her current responsibilities and span of control? Will this person be willing to take on the responsibility and not be frozen by fear? Is this person capable of being stretched to think in new ways? Does this person have the capacity to inspire others to do things differently? Does this person have a track record of delivering results? If the answer to any of these questions is no, then the business leaders must consider alternative candidates. And if one cannot be identified, leaders may determine that the area of the business they were targeting is not appropriate for a blank check.


3. Defining goals and plans. Once the business leaders have selected a business domain and chosen the team leaders who will receive a blank check, they need to define the targets they expect the teams to achieve. Targets need to be quantified, aggressive, and time-bound. Quantified targets are unambiguous, so everyone clearly understands the nature and goals of the game. Targets should be measurable on well-defined metrics like revenues, gross margins, and cash flow from the business. Targets also need to be aggressive, to the point that they should not be achievable simply by making incremental improvements. Teams should be forced to question all their assumptions about their business and to confront orthodoxies that have been blindly accepted by the company. Blank check initiatives also need to have a short time frame, limited to a few years at most. It is absolutely essential to have a clearly defined set of goals for the first 12 months. The short time frame forces the team members to produce results quickly. They do not have the luxury of pursuing marginal improvements or initiatives that will take a long time to produce results.


At this stage, the team leaders are asked to submit a short business proposal (no more than two pages) that reflects the three Ms. The time given to the team to develop the proposal is relatively short. This prevents the team from becoming paralyzed by overanalysis. In some cases, the team may take up to a month to produce a proposal so they can weigh the alternatives in order to ensure they are making prudent business decisions that will nonetheless change the business’s trajectory. In a few cases, the team will decide to turn down the blank check. This is fine, because undertaking a blank check initiative must always be voluntary.


The business proposal needs to define the initiative and the key steps that the team will take to produce the agreed-upon results. This includes the goals, the time frame in which the goals will be achieved, steps detailing how the plan will be executed, key milestones and deliverables, and financial projections. At the early proposal stage, the initial execution steps may be outlined, but the full project need not be fully fleshed out.


Along with the proposal, the team also must fill in the amount of the blank check — the financial outlay that they are asking for. The amounts of the blank checks we have been associated with have ranged from a few million dollars to $20 million. The amount should be more than enough for the team to carry out the initiative without worrying about running out of money to invest.


4. Kicking off the initiative. Once the business plan has been agreed upon, business leaders need to formally “issue the check” by approving the amount the team has asked for and transferring it into an account that can be accessed by the team leaders.


The typical first reaction to a blank check challenge is skepticism. People in corporate settings have been conditioned to fight for every resource. They have been trained to think in terms of budgets, cost cutting, and belt tightening. They have likely never been in a situation in which they can ask for unlimited resources, and may find the idea so foreign that it is difficult for them to believe it at first. Once the team realizes that their business leaders are serious, skepticism can easily give way to fear — fear of failure and fear of being in the spotlight. Fear is often followed by frenetic activity, when the team tends to focus on doing more of the same or doing the same things better. But the team quickly realizes that this linear and extrapolative thinking will not produce the breakthrough results that they need to achieve. This, in turn, leads the team to powerful insights because they are forced to focus on the essence of the business, the brands, and the market.


5. Monitoring results. As the blank check initiative begins, it is important to set milestones for key deliverables, and then to monitor them closely as the initiative proceeds. We recommend quarterly milestones, so that course corrections can be made quickly. As is true of a company’s startup phase, blank check initiatives rarely go according to plan. The team will run experiments and take risks, and some of these experiments will inevitably fail. Failing is part of the learning process. What is important is to fail early, fail cheaply, and learn fast from the failures. Metrics for blank check initiatives should be kept simple enough so that progress can be measured on a single-page report.


How Blank Checks Drive Growth

To see how blank check initiatives work in practice and the results they can produce, consider the following three case studies. They all describe recent Kraft initiatives in developing markets: The acceleration of the Cadbury business in India, the revitalization of the Tang powdered beverage business, and the transformation of Kraft’s China business.

Cadbury India’s sweet success. When Kraft Foods acquired Cadbury in February 2010, India became one of the 10 priority markets for Kraft. It had taken Cadbury more than 40 years to grow the business to $400 million by 2009. During one of management’s first visits with the regional team in February 2010, the leadership team offered Anand Kripalu, president of Kraft South Asia and Indo China, a blank check to make India a half-billion-dollar business by the end of the year — which meant accelerating the region’s growth plans for the year and increasing total sales by 25 percent. The Indian management team’s proposal called for expanding distribution, investing in sales, and increasing the marketing behind Cadbury Dairy Milk, Cadbury’s biggest brand in India. The team based these choices on their conviction that Cadbury Dairy Milk had momentum, offered attractive margins, and was material because it was the most important part of Cadbury’s Indian business.“We turned around the proposal in just a few short days,” says Kripalu. “It was quickly approved, and the next day we shared our new $500 million target with our employees. At first, people thought we had lost our minds. But soon that fear turned to inspiration, once employees realized that we’d been given the freedom and resources to take our business to a new level.”The team took the challenge and ran with it, innovating on several dimensions. When they evaluated distribution channels, for example, the team observed that in some retail outlets, Cadbury Dairy Milk was stored and displayed in “visicoolers” — special display cases that give Cadbury visibility at the retail location and keep the chocolate from melting in the oppressive Indian summer heat. The outlets that had visicoolers generated sales that were 15 percent higher than those at comparable outlets. On the principle of leveraging what works, the team decided to double the number of locations with visicoolers, from 20,000 to 40,000 retail outlets. They also doubled permanent in-store displays for Cadbury Dairy Milk, from 5,000 to 10,000. They expanded distribution into 2,100 additional towns and villages — bringing the total number of sales outlets to 550,000 in India — and increased investment in Cadbury Dairy Milk advertising and promotions by 45 percent.The team also looked beyond chocolate with the “Kuch Meetha Ho Jaye!” (Let’s have something sweet!) campaign, tapping into the Indian tradition of having a sweet bite before life’s most important moments. The idea was to expand the franchise into a larger market of sweets rather than just focusing on chocolate.The results were transformational. In 2010, Cadbury India had its best year ever, with almost 28 percent revenue growth — doubling its original growth targets and exceeding the $500 million blank check target. The momentum continued in 2011 with more than 30 percent growth. The best part? The team did not end up spending all the money they had asked for, and returned a significant portion of their blank check allocation.Doubling the Tang business in five years. The developing markets leadership team decided to issue blank checks to a team of Tang leaders in key global markets, asking that they connect locally with consumers in their market, but leverage the resources of the $50 billion global Kraft Foods organization.The team came up with several innovations quickly. Using Kraft’s global technology resources, they developed locally relevant flavors for Tang such as tamarind and horchata (a traditional drink flavored with lime and cinnamon) in Mexico, mango in the Philippines, passionfruit and soursop (a local fruit) in Brazil, and pineapple and lemon mint in the Middle East. Although Tang’s original orange flavor tops the sales charts worldwide, these local flavors soon made up about 25 percent of Tang sales in developing markets.With the realization that taste is king and children’s diets in developing markets are often deficient in nutrients, the team repositioned Tang as an affordable (pennies per glass), nutritious beverage fortified with vitamins and minerals. True to Tang’s heritage as a source of vitamin C, the team took the global idea of fortification and localized it to meet regional nutrition needs. For example, they fortified Tang with vitamin C in all geographies, but in Brazil and the Philippines, where children often are iron deficient, they added iron as well as other vitamins and minerals.The team also crafted a marketing idea for Tang to create a kids’ movement involving sustainability called the “Preparou, Bebeu, Faz” (Prep, Drink, Do) campaign. Tang is a very green brand — it takes less energy to produce and transport than other beverages because the water is added by the consumer — so the new campaign built upon the brand’s green equity. The team standardized the pouch size and structure across Latin America to reduce 3 million pounds of packaging annually. They took this green idea to places like Brazil and encouraged children to recycle. More than 90,000 kids recycled more than a million packages in Brazil within the first few years. The used packages are recycled into soccer balls, bags, and building materials whose sale raises money for schools. This kids’ movement has been expanded to other markets, including Argentina and Mexico.Inspired by the blank check, the Tang team used local innovation and global technology resources and a collaborative approach to achieve phenomenal results. Tang is Kraft’s newest billion-dollar brand. Its sales have almost doubled in five years, and it is now more than three times the size of its nearest competitor. In 2011, Tang was served 20 billion times in 90 countries.“Having a blank check for Tang allowed us to think differently about this brand,” says Gustavo Abelenda, president of Kraft Latin America. “Our small, virtually connected team had the freedom to develop a global framework for the brand, quickly scale up local innovations, and use global technology to drive explosive growth.”The Tang case illustrates several insights about blank checks. The aggressive targets forced the team to realize that the strategy they had in place at the time, creating new variants of Tang, would not be enough. They also realized, as teams frequently do when taking on a blank check challenge, that they did not have all the answers. They reached out to different types of outsiders, including packaging experts, supply chain experts, and marketing and advertising agencies. They held workshops to discover the essence of the brand, what was different and special about Tang. The packaging experts pointed them to the patented Boato machine from Italy that could mass-produce single-serving sachets of Tang. The team also discovered Tang’s core asset: It tastes better than water, and it is environmentally more sustainable and cheaper than carbonated beverages. This led the team to broaden the positioning of Tang by setting it up to compete against water rather than other powdered beverages. The team decided to “attack water” with the brand positioning “Tang makes water exciting.”Breaking the mold in China. The Tang example was focused on brand success, but the blank check approach can also transform an entire business. Kraft Foods China shows how this can happen. Early on in its experience in China (beginning in 1984), Kraft had aspired to make Kraft Foods China a $1 billion business — to match the 1 billion people in the country. But by 2006, the company’s China business was still very small, about $100 million in annual revenues. And worse, it was plagued by low gross margins; growth for the sake of growth was a waste of time because there was no hope of making money. There seemed to be no point in scaling up something that was not working. It was time to take the way the company did business in China and flip it on its head — and a blank check initiative was the catalyst for that change.“We knew that Lorna Davis, who was China’s new business leader, and Shawn Warren from our region office, who knew our categories and brands well, would make the perfect pair to lead this transformational initiative,” recalls Pradeep Pant, president of Kraft Asia Pacific. “Both had the drive, the creativity, and an inspiring leadership style to make it happen.”With a blank check in hand, Davis and Warren rose to the challenge. In eight weeks, the team came back with what many would consider a risky proposal that seemingly defied logic. Instead of continuing to pour money into the business to chase after unprofitable growth, the team proposed a counterintuitive approach to scale back the business they were trying to expand. “The business was stuck in a vicious cycle,” recalls Davis, who is now senior vice president in the company’s global biscuits category, “and we knew that expanding our current business model was not going to work. The principle of giving trust and support to the local management team with blank checks allowed us to break out of that cycle and transform the business.”Their proposal aligned squarely with the company’s 5-10-10 strategic framework; the team decided to focus their portfolio on a few things that mattered, like biscuits (cookies). The team invested in deepening their local talent pool so they could get closer to Chinese consumers. And they tossed the “not invented here” syndrome out the window by leveraging a “glocal” approach that combined the best of global technology and expertise with local market know-how. Finally, they gave themselves an aggressive time frame to turn the business around. “Our proposal aligned with our 5-10-10 strategy,” says Warren. “Biscuits were one of five key categories, and the brands, like Oreo, were among our 10 power brands. Having the freedom of a blank check helped us take risks, think bigger, and look at the business with fresh eyes.”

Today, Kraft Foods China is a success story: The team doubled their innovation rate, transformed Oreo into the number one selling biscuit in China, and posted net revenues of more than $800 million in 2011. Today the business’s advertising spend exceeds the business’s revenues in 2006. Most importantly, Kraft Foods China has a sustainable business model that is delivering a virtuous cycle of growth and is among the fastest-growing CPG companies in China today.Dealing with FailuresBlank checks produce spectacular results when they work. However, as with all innovation efforts, a certain percentage of them will be unsuccessful. Business leaders need to be prepared for some of these initiatives to fail. There are two important lessons in dealing with failures — learn from the failures and overcome the fear of failure. 
Kraft’s Royal affordable nutrition program in Latin America is an example of how to deal with a blank check initiative that doesn’t work out. Kraft believed that there was a large opportunity to drive growth at the “bottom of the pyramid” by developing nutritious yet affordable products for low-income Latin American consumers. A Latin American team took on a blank check challenge and came up with a new affordable nutrition product under the Royal brand — a line of gelatin and pudding desserts featuring fortification with vitamins and 45 percent less sugar. The products tasted good and the price points were affordable. The team also managed to build awareness and secure good distribution for the brand. However, the products failed to sell well, and the gross margins were lower than expected. Kraft decided to pull the plug on this initiative.The team learned many important lessons from this failure. The product involved changing consumers’ attitudes and behavior — a difficult and lengthy process. The positioning of the product as a “treat” did not resonate with target consumers. And the business model was not sustainable: Costs were too high, and the company could not meet the affordability target it had set while still earning an acceptable gross margin. Importantly, the team leading the initiative was not penalized; the team leader was promoted to head the snacks business in Brazil despite the failure, because he took a risk and then learned from his mistakes.Tips for Managing Blank ChecksThrough our experience with several blank check initiatives in different product categories and markets, we have identified some important principles for improving the odds of success.Focus on what matters. Blank checks must always focus on what matters to the business. In the case of Kraft Foods, blank checks are linked to the company’s “winning through focus” strategy, which allocates resources in line with its 5-10-10 strategy.Create a virtuous cycle of growth. Blank checks can produce phenomenal revenue growth, but this growth should be both profitable and sustainable over time. Business leaders should be careful that teams don’t undertake initiatives that can boost revenues in the short term but that will hurt the business in the longer term. To ensure sustainable profitable growth that drives a virtuous cycle, blank check initiatives need to be gross-margin accretive. Margin expansion can come from increased revenues, from cost reduction, or from productivity improvement.Innovate broadly. To harness the full potential of their business, teams need to take a broad view of innovation that goes well beyond creating new products. They need to innovate with packaging, promotions, advertising, distribution, and partnerships.Simplify everything. Companies are often hamstrung by the complexity of their organizations and their operations. Complexity adds cost and slows down decision making. Blank check initiatives should strive for simplification. Simplification can be achieved in the product (for example, by reducing performance or features to “just enough” levels desired by consumers), in the process (manufacturing, distribution, sales), in the organization (removing layers and moving decision making closer to local markets), and in administration (faster decision making and fewer meetings).Don’t overdo it. It is easy to get carried away by the success of blank checks and approve too many. Blank checks are powerful tools, but they are very demanding in terms of both financial resources and leadership bandwidth. They will produce revenue and profit increases in the long run, but they require significant investments in the short term. They also require a lot of personal attention from business leaders. Just as venture capitalists limit the number of startup investments they make and the number of company boards they serve on, business leaders need to limit the number of blank checks they issue simultaneously.Create a family spirit. Blank check initiatives require every team member to put the collective good of the team above his or her ego and personal point of view. To encourage cooperation and interdependence, the team should think of itself as a family. This attitude can be fostered by adjusting incentives so that team members win when the team wins as a whole. It also helps to host “family dinners” before every major leadership team meeting. Each dinner has a clear agenda focused on two or three business issues that need input from the family. At the end of the dinner, the team arrives at a consensus on the business issues. This practice gives the team clarity on what they need to do and also promotes a sense of shared ownership of the outcomes.Driving Organic GrowthIt is not easy to find profitable organic growth. Faced with stagnant demand, intensifying competition, and greater pricing pressures, business leaders feel that their growth is constrained by the environment in which they find themselves. However, the constraints are sometimes of their own making. Even seemingly sleepy businesses hold tremendous untapped potential. If business leaders can liberate their people from the limitations of budgets and resources, they will find that their people will surprise both leaders and themselves with what they can achieve. This is the power of blank checks.

Driving the Virtuous Cycle of GrowthAlthough blank checks are designed to create a step change in the growth of a business, it is important that the growth in revenues and profits is lasting. There are many ways to create a short-term revenue increase, such as discounting, consumer promotions, and trade promotions. And there are many ways to produce short-term increases in profits, such as cost cutting and restructuring. But true shareholder value is created when the profitable growth is sustained over the long term.To ensure that blank checks produce durable profit and revenue growth, it is important to embed the blank check initiatives within a well-defined process that ensures checks and balances on the initiatives. We call this the Virtuous Cycle of Growth. The virtuous cycle is based on a seemingly simple insight — the more you grow revenues and cut costs, the more resources you have available to invest in future growth. The essence of the virtuous cycle is that growth generates resources that drive more growth. The virtuous cycle consists of five steps; each step emphasizes an outcome and the means to achieve the outcome. These steps need to be followed rigorously to ensure that blank check initiatives remain on track.. (c) Strategy and Business, Published: August 6, 2012 / Autumn 2012 / Issue 68 (originally published by Booz & Company). 


Professor at Kellogg School of Management, Northwestern University

Executive EDUCATION Program: 
"Delivering Business Growth"
Watch video

more >