The world is evolving faster than ever before. Every day, new opportunities
arise that allow us to rethink and improve the way we do business. The speed at
which we can convert the most relevant improvement opportunities into tangible
results is now the key differentiator between success and mediocrity—between
thriving businesses and those that struggle to survive.

Thus, accelerating progression becomes an essential focus
for every business, regardless of size or sector.

When we ask CXOs whether they feel they’re progressing fast
enough, the common response is almost always the same: “Not at all.”

Accelerating progression is primarily about choosing the
right mode of progression. These can be broadly categorized into two types:

Transformation
Mode: This involves fundamentally changing the framework in which the
business operates.
Optimization
Mode: This focuses on maximizing the potential within an existing
framework.
Each mode has its own benefits and challenges. They come
with different levels of risk and potential rewards, as well as varied resource
requirements—both in quality and quantity. Their timelines also differ
significantly.

However, what’s often striking is the lack of careful
consideration given when selecting a progression mode.

We see businesses that fall into several categories:

Serial
Transformers: These companies keep jumping from one transformation to
the next without ever consolidating results, draining their resources in
the process.
Endless
Optimizers: These businesses get stuck in a cycle of continuous
optimization and fail to make the significant structural shifts required
for growth.
Tumultuous
Mixers: In this scenario, transformation and optimization projects
conflict with one another, leading to organizational paralysis.
Many businesses simply lack a Progression Strategy—a
formal, balanced approach to selecting the most suitable progression mode for
each part of the organization and for specific timeframes. The right strategy
balances ambition with realism, risk with rewards, and potential outcomes with
available resources. It is a critical component for transforming strategy into
tangible results.