Only through partnership could each acquire the capabilities they needed for fast growth

Only through partnership could each acquire the capabilities they needed for fast growth.Fourthly, the largest growth opportunities are often where the company can create or exploit change. In mature industries there are major opportunities through challenging conventional wisdom. In car gearboxes, Torotrak has challenged the assumption that a car should have a small number of gears. Their Infinitely Variable Transmission technology gives an infinite number of gears, delivering better fuel economy and lower emissions. Perhaps the greatest opportunities exist where there is a radical change in the industry and major new growth opportunities emerge.

Bus deregulation provided the platform for Brian Souter to create Stagecoach into a pounds 3bn company.Once a company has a growth mindset and identifies a full portfolio of growth opportunities it still needs to implement its growth agenda. For this the company needs the flexibility to apply a range of organisational vehicles. A radical innovation like the Freeserve Internet service from Dixons requires a much more entrepreneurial and fast-moving regime, than the introduction of a new PC range.For the chief executive the challenge of providing the leadership for growth is clearly demanding. Given the extent of this challenge, perhaps it is no wonder so few manage to stay on the growth curve.The authors are on the Management Group of PA Consulting, the management, systems and technology consultancy Next week: Why most growth opportunities fail. PERSONAL DETAILS: Aged 48.

He lives in Yorkshire and Warwickshire and drives a BMW 7-Series His basic salary is pounds 205,000. In his spare time Dr Bond enjoys swimming and spending as much time as possible with his family. CHALLENGE: “Maintaining an excellence in customer service in a business which is being constrained by price regulation,” says Dr Bond “This means we have to look at new opportunities to grow using existing technical skills and financial resources.” He says the water industry has looked hard at the need to focus on customer satisfaction first then shareholder value “We operate in a highly politicised world,” says Dr Bond. The water industry regulator Ofwat issued its price review last week covering 2000 to 2005.

Yorkshire Water, which has 4.5 million customers, has to cut its prices by an average of 3 per cent over the period with the biggest cut, of 15.2 per cent, due in 2000.
Yorkshire Water will meet the director-general of Ofwat in September. This year the average water and sewerage bill in its region is pounds 234.50, which the company says is pounds 11.50 cheaper than the national average. In the year to March 31, 1999, Yorkshire Water made better than expected pre-tax profits of pounds 221.6m, an increase of 7.8 per cent. The dividend rose by 9.8 per cent with a 15.6p final payment, making 22.35p for the year.